Psychological contract - FATHMATH FAZLA NRIC: G0858621M...

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FATHMATH FAZLA NRIC: G0858621M HRM-F3 ASSIGNMENT-1 Q. ‘In light of the subjectivity of perceptions of psychological contract breach, managers should not attempt to manage their occurrence’. Discuss. Ans: 1. define the psychological contract and outline 2. what breach is 3. outline how breach develops (this will provide the basis for outlining how managers can minimise it intro Morrison and Robinson (1997) for conditions that may eventually give rise to breach (incongruence and reneging) 4. develop an argument as to why managers should attempt to minimise perceptions of contract breach empirical research in terms of the negative consequences of breach in terms of employee attitudes (Robinson, Kraatz, Rousseau, CoyleShapiro & Kessler, Turnley and Feldman, Pugh, Skarlicki & Folger) in linking contract breach to lower organisational commitment, lower trust in the current and subsequent employer (attitudes), lower organisational citizenship behaviour (OCB), performance, exit, voice and neglect (behaviours)). The explanatory mechanism for the negative consequences is the norm of body reciprocity (Gouldner) in which individuals strive to match their own behaviour with that perceived of the employer 5. discuss the steps managers can undertake to minimise perceptions of contract breach 6. CONCLUSION:include new PC and subjectivity of PC and how its effects mangers ways in which managers should handle them Concl
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FATHMATH FAZLA NRIC: G0858621M HRM-F3 ASSIGNMENT-1 Q. ‘In light of the subjectivity of perceptions of psychological contract breach, managers should not attempt to manage their occurrence’. Discuss. Psychological contract is ‘A set of unwritten reciprocal expectations between and employees and the organization’ (Shein, 1980). Psychological contracts are individual’s belief regarding what obligations the employee owes the employer and vice versa. Psychological contract is generally made in the recruitment process and it depends on the messages and social signals from the organization and how employees interpret these signals. The question is asking about whether managers should take steps to manage perceptions of psychological contract breach with regard to its subjectivity. This essay will proceed in four parts. It will begin by outlining what psychological contract breach is and how it is developed. Then provide an argument on why managers should attempt to manage contract breach. We then discuss the steps managers can take to minimize perceptions of breach followed by a glance at the difficulties in managing psychological contract breach. A perceived contract breach has occurred when one cognitively calculates what one has received in terms of what one was promised. The issue is that an individual perceive a contract breach, in some case it may arise from a real breach and in other cases it may be less clear a real breach has actually occurred. Robinson and Morrison (2000) present a model on how contract violation develops. The term ‘violation’ imply a strong emotional experience or feeling of anger, resentment, bitterness and even outrage
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This note was uploaded on 03/20/2012 for the course HRM 92 taught by Professor Maine during the Spring '11 term at Singapore Institute of Management.

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Psychological contract - FATHMATH FAZLA NRIC: G0858621M...

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