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Impact of Psychological Contract

           According to the views of managers and employees of Kinh Do Corporation, there are two side impacts of psychological contract which includings negative and positive impact. 

 

  Postive impact: 

 

          If  the company keeps the promises and meets the expectations of employees so they will be happy with the job, feel a part of the company and proud of the company. Moreover, they will completely believe in the company, try their best to contribute for the company, willing to do the job, share and help the company to get over when the company is in trouble or difficult time. They will be loyal to the company and complete the tasks with high quality and productivity.

 

         If the company feels satisfied with employees, the company will provide advantage conditions for employees to can learn and develop themselves as well as promote all ability to complete the given tasks. Moreover, they will recognize the performances of employees and try to satisfy them more. The relationship of company and employees will getting better and closer so it is a foundation to develop company and workforce.

 

   Negative Impact:

 

        If other party does not fill the expectations for them, they will lose the faith and trust. The relationship of them is getting worse, they do not believe in each other.

 

        The employees  will feel bored with their jobs so they just come and work like robots as long as they finish the tasks or they not willing to do the job, less contribute. If the problems are not solved and repeated overtime they will find another job with other company therefore it makes the company lose workforce, company’s image and negative effect on the productivity.

 

        Meanwhile, the company will lose trust with employees, get angry with them, try to figure out what happen to them to find the way to fix that problems by communicating with them. If the problem cannot solve, the company will give less opportunities for employees to improve themselves or tasks. If the relationship gets worse and cannot heal, they will fire that kind of employees because they effect on other’s attitude and behavior and performances of the company.

 

    In summary, the Psychological Contract has big impact on the company commitment, job satisfaction and company performances. Therefore, Psychological Contract plays an important role in human resource management which helps the company can motivate and monitor employee's behavior and attitude as well as increase productivity, performance and employee satisfaction.

 

Further reading:

 

 

  

 

References.

  • Anderson, N. & Schalk, R. (1998). The psychological contract in retrospect and prospect. Journal of Organizational Behaviour, 19: 637-647.

  • Bal P M, Chiaburu D S and Jansen P G W (2009), “Psychological Contract Breach and Work Performance”, Journal of Managerial Psychology, pp. 252-273.

    Bal P M, De Lange A H, Jansen P G W and Van Der Velde M E (2008), “Psychological Contract Breach and Job Attitudes: A Meta-Analysis of Age as a Moderator”, Journal of Vocational Behavior, pp. 143-158.

  • Berry, C. J., Shanks, D. R., Speekenbrink, M., & Henson, R. N. A. (2012). Models of Recognition, Repetition Priming, and Fluency: Exploring a New Framework. Psychological Review, 119, 40-79.

  • Cantisano G T, Dominguez J M and Depolo M (2008), “Psychological Contract Breach and Outcomes: Combining Meta-Analysis and Structural Equation Models”, Psicothema (Spain) 0.94, pp. 487-496.

  • CIPD. The psychological contract. Available at: http://www.cipd.co.uk/hr-resources/factsheets/psychological-contract.aspx. (Last assessed: 28 August, 2015).

  • Hui, C., Lee, C., and Rousseau, D.M. (2004), ‘Psychological Contract and Organizational Citizenship Behavior in China: Investigating Generalizability and Instrumentality,’ Journal of Applied Psychology, 89, 311– 321.

  • Restubog, S.L.D., Hornsey, M., Bordia, P., and Esposo, S. (2008), ‘Effects of Psychological Contract Breach on Organizational Citizenship Behaviour: Insights From the Group Value Model,’ Journal of Management Studies, 45, 8, 1377–1400.

  • Robinson, S. L., & Morrison, E. W. (2000). The development of psychological contract breach violation: A longitudinal study. Journal of Organizational Behavior, 21, 525–546.

  • Rousseau, D.M. 1995. Psychological contracts in organizations. Thousand Oaks, CA: Sage.

  • Rousseau, D.M., & Tijoriwala, S.A. 1998. Assessing psychological contracts: Issues, alternatives and measures. Journal of Organizational Behavior, 19: 731-744.

         Behery et al (2012), emphasized that the social exchange of employee in psychological contract is likely impact on the level of organizational commitment and consequently as well as general performance. According to Robinson & Morrison (2000), if the company shows the care and support for employees by providing good working conditions, welfare so the employees will reciprocate for them with increasing productivity, high performance and high responsibility.

 

          The CIDP (2015) believes that the two-way communication (employee and employer) is necessary for the effective psychological contract by hearing voices of employees so the organization can understand what employee expects and try to fulfill these expectations and in return the employees will do the same. Psychological contract can see the behavior and attitude of employees by the relationship of the parties (Anderson & Schalk, 1998).  The party engages the negative or positive behavior and attitude which depends on the level of obligations of other party can provide from promises (Rousseau 1989, 1995). 

 

           Psychological contract is used to explain how cognitive, emotional and relational processes effect employee engagement within a company (Sybille & David, 2015). The relationship that is existing between employees and employers becomes worst it is a sign of failure in obligations or promises fulfillment which is called psychological contract breach (Hui, Lee and Rousseau, 2004). Restubog et al. (2008), argued that unmet obligations can lead the low trust in organization and low employee’s behavior, increase turnover rate. 

 

       The results of psychological contract breach (broken promises, failure in obligations fulfillment) are decreasing in organizational commitment, job satisfaction and employee behavior (Cantisano et al. 2008). Consequently, psychological contract breach is negatively related to the relationship of employees and employers, job attitude as well as the organization’s image (Bal et al. 2008). In case, the company breaks psychological contract (promises), the trust of employee for that company is damaged and work performance is decreasing by the impact of employee’s negative behavior and attitude (Bal et al. 2009).

© 2015 by Thanh An Cao

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