Psychological Contract Between Workers and Employers

The psychological contract between workers and employers stipulates what the parties should give and what to receive. What can you offer for your employer, and what do you expect from that? Psychological contract is a contract stipulating mutual expectation and acceptance between workers and employers. In other words, what kind of profit they will gain. The first suggestion for employers is to make the best achievements in the workplace. Employees will do their utmost to ensure that they receive appropriate compensation for their work.

The psychological contract theory and its impact on the organizational relationship of employees provides a second basis for employer brand building. In the traditional concept of psychological contract between workers and employers, workers promise to be faithful to the company in exchange for employment stability (Hendry and Jenkins, 1997). However, the recent trend in shrinking, outsourcing and flexibility of employers imposes a new form of psychological contract that employers provide marketing skills to workers through training and development in exchange for effort and flexibility There (Baruch, 2004). In the face of a negative view on the reality of this new employment, enterprises are looking for employer brands to promote the benefits they are still providing, including employment, training, career opportunities, personal growth and growth Use the.

As the work changes, the nature of the relationship between the employee and the employer also changes. In a new workplace environment, an informal "psychological contract" between workers and employers - what each person expects from others - focuses on capacity building, ongoing training and work-life balance I will. By contrast, old psychological contracts concern employment stability and steady development within the company. As mentioned earlier, few workers expect or hire to work in a company for a lifetime. Business indifference - Shoshana Zuboff and James Maxmin in the support economy explain the new individualism of American workers. These new people invested in "psychological self-determination". They are participating, expressing, seeking identity and quality of life - all values ​​are supported by the organization, but the organization is almost ignorant in practice as it continues to focus on reducing fixed personnel expenses Will be

New psychological contracts between workers and organizations are characterized by a sense of purpose, ownership, capacity building, ongoing training and work-life balance. In contrast, traditional psychological contracts are completely concerned with work safety and steady development within the company. Today, some workers expect (or hope) lifetime employment, and these organizations also layoff. However, many organizations still comply with deep-seated hierarchies and bureaucracy. The hierarchy helps to maintain predictability and repeatability, but the problem is that the world no longer functions this way and is too fast to progress. Since this model does not require recognition skills that are very meaningful for linear work, linear work makes sense, and people working there are considered consumables. However, these tasks are currently being automated or outsourced.