After researching the psychological contract, it was discovered that employees are able to achieve much better results if the working environment favors them. The psychological contract was identified in the sixties of the twentieth century, but until the 21st century the term ' was not developed or r esearched. Consequently, an enterprise with employees who feel "cheated" whose expectations exceed what they receive can quickly have big problems. However, they feel that something is wrong. Employees who do not know what to expect often do not realize the reasons for their disappointment. Those interested can also have a problem with indicating expectations. This is because, in a psychological contract, the rights and obligations of the parties have neither been expressed nor agreed. It will not be clear to all involved parties how the contract itself evolves. The psychological contract affects employee relations, which are constantly changing. Management should not only formulate these requirements, but also discuss them in detail, explain them and agree with individual persons and teams. However, the ' situation may be eased if the management realizes that one of its key roles is managing expectations, that is, explaining to employees what they should achieve, what skills to demonstrate and what values to follow.
Hence, both sides can be extremely easily and quickly disappointed. Breach of the contract may be a signal to the parties that they no longer have (or have never had) a common set of values or goals.Įxpectations of the employer and employee are included in the form of unspoken hypotheses. A balanced psychological contract is very important for building lasting and harmonious relations between employees and the company.
This agreement may concern elements such as :Ī psychological contract is a source of emotions and opinions that affect the behavior of employees. Psychological contract is an informal, unspoken and unwritten agreement between an employer and employees, including mutual expectations of both entities regarding the performance of assigned roles.
0 kommentar(er)
