Psychological contract

The term psychological contract (also: psychological contract) denotes mutual expectations and offers from employers and employees as part of the working relationship. It involves " more or less implicit expectations and offers," which go over the contract ( written ).

Components and manifestations of psychological contracts

Possible components of a psychological contract from the perspective of the employee ideas about the working conditions, their own influence on the organization, support by the employer ( eg in terms of human resource development ), protection can be called from over-and under-challenged and predictability of employer behavior, for example.

According to the traditional view, the employee receives a company against his loyalty to a kind of guarantee of employment.

According to a new employability ( employability ) oriented view of the employee shows loyalty in the willingness to solve problems in the company through a commitment to lifelong learning. The employee thus remains attractive in the long term in the labor market. The entrepreneur benefits from the problem-solving skills of the employees. The employment risk is transferred from the company to the employee. The company suffers a loss when employees are headhunted, it has formed long term.

In connection with the concept of employability is talk of a change in the psychological contract. As a result of globalization, higher dynamics in the markets and ever-changing business structures of the traditional psychological contract by the employers and the employees will be questioned and lose its credibility. It arises in the course of the flexibility a change in the psychological contract, a shift from the expectation of a setting for life towards the expectation of an expansion of employability.

Fracture of the psychological contract

Possible consequences are perceived as a breach in the psychological contract with changes by the employee. Thus, " the attempt to secure compliance with the implicit promise retroactively or redemption of loyalty and commitment through to the inner termination decision to leave the organization on the part of employees" is called the.

Change in the psychological contract

To counteract the negative consequences of breaking the psychological contract and to increase the health and performance of employees and the company's success over the long term, fair trials are necessary. Fair processes are known as " the sum of compensatory and procedural justice." Compensatory justice is highly result oriented. This includes the allocation of adequate equipment, tasks, and economic incentives. The employee receives what is due to him and behaves accordingly that. Its performance is based on the attitude and behavior. It means that expectations are met, but not more. In addition to the compensatory justice employees also need access to procedural justice. This second page focuses the fair access to the development process.