Agreement Theory Psychology

kenty9x | January 25, 2022 | 0

We can apply theory and reflection on the psychological contract in a potentially extensive way: ROUSSEAU, D. (1995) Psychological Contract in Organizations: Understanding Written and Unwritten Agreements. Newbury Park, California: Sage. The psychological contract is different from a legal employment contract, which provides a limited reality of the employment relationship. The legal contract refers to an agreement, usually written and sung, about the mutual obligations of the employer and the employee. The psychological contract, on the other hand, describes how the parties themselves understand their relationship, their own views on the commitment, and what they can expect in return. The psychological contract is usually unenforceable. However, courts can be influenced by taking into account the underlying relationship between employer and employee, for example when interpreting the usual duty to show mutual trust. CONWAY, N. and BRINER, R. (2005) Understanding psychological contracts at work: a critical evaluation of theory and research.

Oxford: Oxford University Press. The term “contract” (lowercase “c”) in the context of communication is not yet clearly defined and generally does not refer to the psychological contract. As discussed below, “contracting” generally refers to the “agreement of mutual expectations” in transactional analysis (a specialized therapeutic or coaching/consultation methodology) and perhaps also in other forms of therapy. (THE “Contracting” TA is specifically described in modern TA theory.) Here is a Venn diagram that presents a rather complex view of the psychological contract, including the external influences that are often overlooked when trying to estimate and apply the theory of psychological contracts. Venn diagrams (developed around 1880 by the British logician and philosopher John Venn, 1834-1923) are useful for describing all kinds of situations in which two or more related fields interact or are related to each other. The Venn diagram below provides a simple interpretation of the factors and influences at work in psychological contracts. A particular exception and example is the term “contract” in transactional analysis, which is specifically described in modern technical assistance theory. As the iceberg increases with employee success and experience, so does the value of the contract and written contractual expectations on both sides. Increasingly profound inputs and rewards arise from hidden or confusing perceptions below the waterline to become a mutual contractual agreement visible above the waterline. A healthy psychological contract is one where both parties agree that there is a fair balance between giving and receiving. This is impossible to achieve when there are many hidden perceptions, so the first goal is to promote more openness and mutual awareness. With greater awareness, most people tend to see trade-offs and work arrangements in a more positive way.

Studies conducted by Yani Likongo, an associate professor and researcher in psychology in Canada, have shown that in organizations, an idiosyncratic psychological contract is sometimes established between the employee and his or her direct supervisor to create an “informal agreement” in terms of work-life balance. These “agreements” support the idea of a constructivist approach that involves both the employer and the employee, based on a give-and-take situation for both. [15] The similarities between the psychological contract and the theory of social exchange are established in that the value of the relationship is defined by a cost-benefit analysis. [16] The employee`s attitude towards changes in the company that result in changes in the psychological contract. An employee`s attitude to changes in employment is directly related to the employee`s psychological contract with the manager or employer. An employee`s attitude and mindset about changes that could benefit them, how this could affect the psychological contract they have with the manager. [17] James had done everything for the company, expecting his efforts to be rewarded with the opportunity to advance his career. In his view, this agreement has not been respected.

Nudge theory offers very useful ways to understand how and why people think and react to change management. However, SMT pointed out that local agreements can be concluded on a case-by-case basis, depending on what the order book looks like. After discussions between managers, individuals and work teams, this regulation was accepted throughout the company. Psychological contracts are defined by the relationship between an employer and an employee, in which there are unwritten mutual expectations for each party. A psychological contract is defined more as a philosophy, not as a sophisticated formula or plan. Characterization of a psychological contract by qualities such as respect, compassion, objectivity and trust. [4] Psychological contracts are formed by beliefs about exchange agreements and can arise in a variety of situations that are not necessary employer-employee. [5] However, it is most important in its function of defining the relationship between employer and employee in the workplace. As such, the psychological contract is an essential but implicit agreement that defines the employer-employee relationship.

These contracts can cause virtuous and vicious circles in certain circumstances. Several researchers define the psychological contract as a perceived exchange of agreement between one person and another party. [5] The psychological contract is a kind of social exchange relationship. [6] Parallels are drawn between the psychological contract and the theory of social exchange, because the value of the relationship is defined by a cost-benefit analysis. [7] The implicit nature of the psychological contract makes it difficult to define, although there is a general consensus on its nature. This consensus identifies psychological contracts as “promising, implicit, reciprocal, perceptive and based on expectations.” [8] In management and organizational theory, many employee attitudes such as trust, faith, commitment, enthusiasm and satisfaction depend heavily on a fair and balanced psychological contract. Brockner, J. (1988). The Impact of Layoffs on Survivors: Research Theory and Practice. In Staw, B.M., & Cummings, L. L. (eds.), Research in Organizational Behavior (Vol.

10, pp. 213-255). Greenwich, CT: JAI Press. The term “psychological contract” refers to the expectations, beliefs, ambitions and obligations of the individual as perceived by the employer and the employee. The concept was born in the early 1960s and is at the heart of understanding the employment relationship. Based on knowledge of psychology and organizational behavior, it provides employers with a strong reason to pay attention to the “human” side of the working relationship. Although the concept of psychological contract describes the expectations of employers and employees, the concept has been studied primarily from the employee`s point of view. Self-image is a very important element in people`s evaluation of the psychological contract. An employee whose self-image is that of a remotely seconded employee (detached and away from the ownership and management of the organization) – a simple “salaried hand” – will inevitably focus his thinking on traditional employment expectations: salary, hours, advancement, quality of work, etc.

(this is a long list mentioned elsewhere on this page, and see, for example, Herzberg`s theory). Nudge theory – a powerful concept of change management that emerged in the early 2000s – is potentially very useful for understanding and managing change, especially when resistance among people seems strong and conventional approaches fail or cause conflict. It is interesting to note that the theory and principles of the psychological contract can also be applied to human relations and social society beyond the employment situation. In order to achieve a fair and balanced psychological contract, important factors must be understood and understood. The more employee awareness an employer shows, the more likely it becomes that a mutual agreement – and a healthy psychological contract – can be established and maintained. These psychological contracts can be influenced by many things, such as morality and reciprocal or contradictory values between employer and employee, external forces such as nudge theory, and relative forces such as Adams` theory of justice. [4] This relationship is also composed of many other expectations that, while not fully formalized, are equally important. While an employment contract is a legal agreement printed on paper, the psychological contract is based on the daily actions, statements and promises on one side of the relationship and how they are received by the other party. This “iceberg” diagram for psychological contracts below is a useful way to illustrate some of the crucial aspects and influences of psychological contract theory. The psychological contract should not be confused with a written employment contract – they are two very different things.

An employment contract establishes the legally binding agreement between the two parties – but this contract alone offers a very narrow and reductive view of the employee-employer relationship as a whole. Psychological contract refers to the unwritten and intangible agreement between an employee and their employer that describes the obligations, expectations, and informal understandings that make up their relationship. The term “psychological contraction” is not usually used to refer to the psychological contract in the workplace, but can occur in the context of therapy. .