Introduction
Employment relation, generally, is the interaction amongst both parties in the organization. To be more specific, it is a deal with the agreement of terms and conditions between employers and employees. The purpose of employment relationship provides a foundation for employment and employee relations’ policies (Armstrong, 2009) and consistently in dealing with employee relation issues, fairness processes that can affect and improve employee behavior or mechanism to resolve differences/disputes (Beardwell & Claydon, 2007). As in the context of the contemporary or recently employment relationship, modern organizations impact and are impacted by the environment. Obviously, therefore a positive employment relationship need to be
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He defined that: “A relationship may be hypothesized to evolve between the employee and the foremen which might be called the ‘psychological contract’. The employee will maintain high production, low grievances etc. if the foreman guarantees and respects the norms of the employee informal culture (i.e let the employees alone, make certain they make adequate wages and have secure job). From this understanding, we can define the psychological contract as the relationship between the employee and the foreman or team …show more content…
The reason of these changes is due to external and internal environment of each organization, Hiltrop (1995). He has noted the way in which a new psychological contract is used to fit a new environment of many organizations. It changes from imposed relationship to mutual relationship. To be more specific, changing from compliance, command and control to commitment, participation and involvement. Furthermore, he also shows that emphasis on job security and loyalty to the company is no longer the case, it replaced by emphasis on employability and loyalty to own career skills. He strongly believes that: “There is no job security. The employer will be employed as long as he or she adds value to the organization, and is personally responsible for finding new ways to add values…” In other words, job security not a big element to be considered, instead it depends on employee performance in order to stay longer in the organization.
Based on Hiltrop, Anderson and Schalk (1998), also hypothesized this new psychological contract as showing the distinction between the traditional and the new psychological
Aamodt, M.G. (2010). Industrial / Organizational Psychology: An Applied Approach. Belmont, CA: Wadsworth Cengage Learning
Industrial and organizational psychologists contribute to an organization's success by improving the performance, satisfaction, safety, health and well-being of its employees. An IO psychologist conducts research on employee behaviors and attitudes, and how these can be improved through hiring practices, training programs, feedback, and management systems. As well as helping organizations transition among periods of change and development. Although I am lacking training and experience within this direct field, I have been placed in situations where I have had the opportunity to observe individuals behavio...
Conte, J., Landy, F. (2010). Work in the 21 Century: An introduction to industrial and organizational psychology (3rd ed). USA: Wiley and Blackwell Publishings
Psychological contract is the unwritten contract that illustrates a set of expectations exists between the individual and the organisation (Sonnenberg et al, 2011). Svensson & Wolven (2010) point out that it can be a relationship between the members of a group, the people who work in the same company, department or organisation, several groups or parties in an organization, etc. It includes the work performance requirement, job security, training, potential development, compensation and subside. Psychological contracts are the mental representation based on belief or perception, so it may help the employees and employers get rid of a complicated employment relationship. For instance, the employees and employers may understand very clearly about the terms and conditions and what they have been agreed upon. The perception of each individual is very important and essential (Ekelund et al, 2010, 1438). Thus, when they work in a high competitive group, it could motivate them to implement their work consciously. Combined with a few exceptions, some researches cite that psychological contract is only regarding to the employee–manager relation and the term that mostly...
This essay is going to describe in depth and detail the theories of Sigmund Freud's psycho dynamic approach. The strengths and weakness as an evaluation of Sigmund Freud's work. A summary and evaluation of the cognitive perspective as an alternative of human behaviour will also be identified in this essay.
A person’s behavior at one specific point in time usually controls their attitude at that time. Managers must be able to understand these basic needs of their workers. If these needs are not dealt with in a certain correct way than workers will not reach their maximum potential. If the lower order of needs is not met than people are not happy. The same can be said of the higher order.
Mental Disorder: This states that the mind of the person involved in the contract should be stable at the time of making of the contract. The person must have enough understanding that he can make decisions otherwise the contract will be null and void.
Social constructionism is a theory of knowledge which reflects the notion of everyday phenomena, objects, science and even reality itself not existing a priori but rather being socially constructed between individuals. Extending this argument, language is considered as the basic means by which social processes take place and reality is re-constructed (Leeds-Hurwitz, W. 2009). The following paragraphs will present the basic premises and assumptions of social constructionism, its historical multidisciplinary roots, a brief criticism of traditional psychology and the application of social constructionism in psychology. The main line of argumentation followed is that social reality and social phenomena are not fixed and do not reflect the character
Psychology has been described as the “scientific study of behaviour and mental processes” (Riffio, 2009). It was very heavily criticised when first introduced to the workplace. Workers believed that the use of psychology was not in their best interests. It wasn’t until 3rd August 1948 that The Manchester Guardian reported that the Trades Union Council had begun attempts to eliminate the common perception by employees that the use of psychology was to prevent employers having to pay them higher wages. For years psychology was considered to only affect the productivity of an enterprise. For example, Frederick Taylor was an engineer who believed that efficiency could be improved by the ‘time-and-motion’ procedure, in which a job was broken down into several smaller jobs. Organisations weren’t invested in the wellbeing of their employees. Their only use for psychology was to increase profit. This has changed drastically since 1996, when the soon to be president of the American Psychology Association (APA), Martin Seligman, coined the phrase ‘positive psychology’.
The relationship between employer and employees plays a pivotal role in the performance of the organization. Employers and employees have certain responsibilities towards each other which facilitate a fair and productive workplace. Positive work relationships create a cooperative climate with effort towards the same goals. Conflict, on the other hand, is likely to divert attention away from organizational performance.
Employment relations refer to the relationship between the employer and the employee. Employment relations are governed by the provisions of the employment contract and/or collective agreement where applicable, common law principles and legislative provisions governing specific situations. Many factors in the external environment have an effect on the employment relations within an organization, which they need to monitor and possibly adapt to the necessary changes. The external environmental factors that would influence employment relations are political, economic, social, technological, legal and environmental.
Individuals behave in a given manner based not on the way their external environment actually is but, rather, on what they see or believe it to be. An organization may spend millions of dollars to create a pleasant work environment for its employees. However, in spite of these expenditures, if an employee believes that his or her job that assigned to them is lousy and feel unsatisfactory, that employee will behave accordingly.
The career of business psychology is more vast than what meets the eye. There are a lot of jobs and career fields that a person who is already in business psychology could fall into. For example, a business psychologist could work with advertising and/or marketing. Understanding psychology will improve the effectiveness of an advertisement, not to mention with the business savvy knowledge, it can be marketed fast and efficiently. Another example of the opportunities business psychology brings is a human resource specialist. With all the recruiting, screening, interviewing and hiring of employees, all the experience and information gained from business psychology can really narrow down who the best people are for the job. These, among many others, are all the opportunities business psychology can be a career worth working toward. However, even though this field has many opportunities and beneficial aspects to it, there has been a voice against psychology. A big reason psychology has not always held a g...
Organisational change can cause stress for employees at all levels of an organisation, one of the main causes of increased employee stress during organisational change is employees’ perception of organisational change as a threat; many employees feel that there may be a threat to their job security, their status, or their ability to achieve if the conditions of their work are altered (Dahl, 2011). Employees may face changes in their written contracts and also in their implicit psychological contracts during organisational change, the change to these unwritten contracts can result in increased stress due to feelings of anger or betrayal by employees as they feel that they no longer know what to expect from their employer (Robinson & Rousseau, 1994). In addition, if employees do not feel that the organisation acts in a fair and just way they are more likely to
In Today’s world, the composition and how work is done has massively changed and is still continuing to change. Work is now more complex, more team base, depends greatly on technological and social skills and lastly more mobile and does not depend on geography. Companies are also opting for ways to help their employees perform their duties effectively so that huge profits are realized in the long term .The changes in the workplaces include Reduction in the structure of the hierarchy ,breakdown in the organization boundaries , improved and better management tactics and perspectives and lastly better workplace condition and health to the employees. (Frank Ackerman, Neva R. Goodwin, Laurie Dougherty, Kevin Gallagher, 2001)