Chapter 8 Outline
I)
Psychological Contracts
a)
Psychological contract: an employee’s perception of his or her exchange relationship
with an organization, outcomes the organization has promised to provide to the
employee, and contributions the employee is obligated to make the organization
i)
Can be subject to errors and biases
b)
Determinants of psychological contracts
i)
Direct communication
(1) Realistic job preview: an honest assessment of the advantages and disadvantages
of a particular job of working in an organization
(a)
These realistic job previews enable potential employees to make informed
decisions about whether or not they would fit in well at a company
ii) Observation
iii) Written documents
c)
Types of Psychological Contracts
i)
Transactional contracts: tend to be short-term and very specific.
Relatively flexible.
Ex= contingent workers
ii)
Relational contracts: longer term, more general, and evolve gradually over time. The
employee has a strong commitment to the organization.
Ex= university professors
with tenure
d)
When psychological contracts are broken, employees are more likely to feel dissatisfied
at work, experience negative moods and emotions, and start looking for employment
elsewhere
II)
Performance Appraisal
a)
Performance appraisal: evaluating performance to encourage employee motivation and
performance and to provide information to be used in managerial decision making
b)
Encouraging High Levels of Motivation and Performance
i)
This
preview
has intentionally blurred sections.
Sign up to view the full version.

This is the end of the preview.
Sign up
to
access the rest of the document.
- Spring '08
- READ
- behaviorally anchored rating, merit pay, psychological contracts
-
Click to edit the document details