Contracts in employment are of two kinds: the formal, written
contract and the equally important, informal and unwritten
psychological contract--how people think they should be treated.
Both involve rights, obligations and expectations on the part of
the employer and the employee, and a breach in one can have
important effects on the other. For example, how people feel they
are being treated by the organization can affect their perception
of their levels of pay. "Organizations and the Psychological
Contract" has two main aims in exploring these issues: to act as a
handbook for practicing managers, and as a basic text in management
courses.
"Organizations and the Psychological Contract" has two main aims
in exploring these issues in the organizational context: to act as
a handbook for practicing managers, and as a basic text in
management courses. Relevant theories are explained and developed
using practical examples, self-assessment exercises, and case
studies. This is a revised and much expanded version of "Managing
People at Work," with the addition of chapters on Selection and
Career Development, Understanding and Coping with Change,
Empowerment and Self-Management, and the Behavioural Approach to
Motivation. As well as undertaking research into many aspects of
organizational life, the authors have many years' experience as
consultants, acting for industrial and commercial organizations in
all sectors of the economy.
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