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Psychological Contracts in Local Government (some limitations of this…
Psychological Contracts
in Local Government
are agreements between managers and individual workers that aim to increase worker commitment and alignment with the needs of the
organization
clarify expectations,addr ess ambiguity,
and attempt to ensure a reasonable balance between expectations (what one gets)
and contributions (what one gives)
Psychological contracts are associated with the use of performance enhancement strategies,and some respondents report that they increase loyalty and trust as well
psychological contracts
in a macro meaning
referring to understanding among different sectors of society
Psychological contracts aim to prevent the ultimate deterioration of working relationships to a crunch point.
method
national survey data
respondents' definition: a psychological contract is defined as an unwritten (informal) understanding
between an employee and his orherimmediate superiorabout
the expectations and contributions of each. This unwritten understanding is periodically reviewed, it is not part of any formal appraisal system, and is characterized by a reasonable balance between expectations (what one gets) and contributions (what one gives). In some instances, psychological contracts
can be formed between an employee and a workgroup.
some limitations of this research
this study examined a practice that has few observable
documents orar tifacts
this research examined a suggestive, but not exhaustive set of correlates and
consequences of psychological contracts
this study focuses on psychological contracts between managers and employees
results
senior managers believe the use of psychological contracts is fairly common
the perceived use of psychological contracts,
employing the broad or narrow measure, is not associated with geographic region, form of government, or city size
Content and Process of Psychological Contracts
important topics of psychological contracts for
employees concern work, relationships, and careers
top-down and bottom-up processes for initiating
review of psychological contracts are common
Consequences and Correlates of Psychological Contracts
the use of psychological
contracts is associated with a doubling of reward withholding behavior. Generally, then, the use of psychological contracts is associated with modern management approaches
the use of performance strategies
and psychological contracts is associated with the length of ethics training courses
conclusion
public managers are not tapping the full
potential of psychological contracts
Psychological contracts can be very useful at various stages in the management of people from initial recruitment to termination
psychological
contracts deserve more attention from productivity conscious government managers and public administration scholars