This study found similar trends where contract forms collapsed to weigh on the same factors such as « short-term » and « tight. » Although this study deviates from a single structure, the results are generally in the psychological forms reported by Rousseau (2000). Rousseau conducted research to improve the measurement of « short-term » (transactional contracts). Freese and Schalk (2008) caution against adding or removing elements to fit a specific setting. Therefore, in this study, researchers used the current format of rousseau`s (2008) questionnaire. However, in the case of monitoring functions, the chi square test gave a chi square statistic of 6.03 to 2 degrees of freedom. This had a probability level of 0.0491 and showed that there was a significant association between supervision and the nature of the psychological contract for respondents who had balanced or relational contracts and supervisory tasks. Employees with transitional contracts had no supervisory function. The relational psychological contract refers to the long-term exchange in employment contracts and non-specific benefit conditions that « the employer has committed to offer a stable salary and long-term employment and to support the well-being and interests of workers and their families » (Rousseau, 2000). In addition, the relational psychological contract focuses on social exchange and economic conditions in the state of the barter agreement of the parties (Blau, 1964).
Isaksson, K. (2005). Psychological contracts in all work situations: Psycons. Accessed 26. September 2008 by www.uv.es-psycon The alpha coefficient for transaction contracts was 0.69. Therefore, the researchers had to carefully examine the results of this contract. They needed factor analysis to assess their validity. Also in Rousseau`s (2000) study, the results of the transaction contract were interpreted intensively. Rousseau, D.M., & Ho, V.
(2000). Contractual psychological problems with compensation. In S. Rynes & B. Gerhart (eds.), Compensation issues in organizations: Current research and practice. ==References=====External links===Supervision, but not tenure, significantly influenced employees with balanced contracts compared to relational contracts. Black employees had a high proportion of balanced contracts and opportunities for professional development. Wöcke and Sutherland (2008) attribute this to favourable market conditions that allow mobility within and outside organisations. To transform balanced workers` contracts into relational contracts, employers could consider giving IDPs the opportunity to access supervisory positions. In summary, the following model illustrates the effect of human resources practices on different psychological contracts. As the relationship with the employer improves (higher level), the upper blocks require more investment.
This will improve organizational performance (Aggarwal & Bhargava, 2008). This study examined the relationship between different types of psychological contracts and human resource practices. Therefore, Rousseau`s (2000) terms of reference provided a useful method of analysis. Especially in times of recession, it is essential to spend profitably on staff practices. By identifying which human resource practices play an important role in establishing psychological contracts with knowledge workers, this study could help prioritize the allocation of resources to these practices. A more common psychological contract is the way people are treated within the organization. You can work in a friendly company where everyone has a first name, or more formally, where executives are referred to by their last name, as in Mr. Smith or Mrs. Smith.
Arnold, J. (1996). The psychological contract: a concept that deserves to be examined more closely? European Journal of Work and Organizational Psychology, 5, 511–521. doi:10.1080/13594329608414876 De Meuse, K.P., Bergmann, T.J., & Lester, S.W. (2001). An examination of the relational component of the psychological contract across time, generation and employment status. Journal of Managerial Issues, 13, 102-118. Rousseau (1995, 2004) points out that the transitional treaty is not really a psychological contract.
Instead, it is a cognitive state that reflects the consequences of organizational changes and transitions that are at odds with a previous employment contract. The questionnaire questions did not distinguish between employee performance and the employer`s obligations in transitional contracts. Another much-discussed topic in psychological contract research is the consequences of violating such contracts (Turnley et al., 2003). According to scientists who deal with this issue, such violations have a negative effect on the attitude and behavior of members: these incidents reduce the satisfaction and trust of members, increase staff turnover and create a negative atmosphere within the organization. Lucero, M. & Allen, R. (1994). Social benefits: A growing source of psychological violations. Human Resource Management Journal, 33(3), 425-446.
doi:10.1002/hrm.3930330310 The literature defines balanced contracts as dynamic and permanent jobs. The three dimensions of balanced contracts were « career development – external », « career development – internal » and « dynamic performance requirements ». Approximately 23% of the sample had balanced contracts within the organization. The employer was prepared to help employees achieve long-term employability both outside and inside the organization. The employer expected employees to acquire skills that are marketable outside the organization and valuable to the organization. .