An Analysis of Denise Rousseau And David Guest’s Article
Denise Rousseau took a descriptive approach in explaining psychological contract while David Guest was more analytical about the term “psychological contract”. David gave a more detailed and in depth analysis of psychological contract. Also he was able to expand in more details Rousseau’s analysis of psychological contract.
According to Rousseau (2004), “psychological contracts are beliefs, based upon promises expressed or implied, regarding an exchange agreement between an individual and, in organizations, the employing firm and its agents”. Rousseau, went further detailing the six features of psychological contract, which includes, voluntary choice, belief in mutual agreement, incompleteness, multiple contact makers, managing losses when contract fails, contract as a model for employment relationships. She also listed types of psychological contracts and these includes, relational, transactional and hybrid or balanced psychological contract. Finally, she gave guidelines on how managers can deal with psychological contract.
On the other hand, David Guest (1998) opted for a more critical analysis of psychological contract. However, he concurs with Rousseau that psychological contract appears to provide a useful concept in dealing with organizations, but, questions the content and elements of psychological contract provided by other authors including Rousseau. Nevertheless, I am more intrigued by his skepticism in the term “contract” in psychological contract, which he coined as a legal metaphor.
In his article he states that “a contract implies mutually, an agreement or at least the outward appearance of an agr...
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...rming relationships with employees was made clear by being efficient and fair to preserve and inspire their workforce. These results can be further studied in a dissertation that is duplicated in a different culture to test the consistency of its findings. Using the information from these two studies, it is clear that transformational leaders behaviors have an impact on their follower’s perception (Bacha and Walker, 2012; Cho and Dansereau, 2010).
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Life seemingly comprises an infinite array of diverse negotiations, filled with choices to decide which ultimately result in both positive and negative outcomes. The following reflection paper relates the previous week’s course materials to an ongoing professional transaction spanning approximately 15 months. The business arrangement has identified strengths, weaknesses, threats, and opportunities -- understanding “BATNA” or the “best alternative to a negotiated agreement” has helped me to understand how to proceed with the negotiation process (Griffith & Goodwin, 2013, p.138). The following paper summarizes a variety of negotiations transpiring simultaneously throughout professional endeavors.
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Psychological contracts differ from conventional employment contracts in that they may contain thousands of items; both parties may have different expectations, since some matters may have been explicitly discussed and others only inferred; and they change as the individual's and the organization's expectations change. As Spindler comments:
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Firstly, the psychological contract is appreciated because it recognizes the individualization of the employment relationship. Secondly, although the psychological contract comprises the expectations and apprehensions of the individual employee, it also allows the contextual factors to shape individual attitudes and performance.
Negotiation is a discussion that takes place between two or more disputants who are trying to find a solution to their conflicting problem. This interpersonal or inter-group process can occur at three levels namely, personal, corporate and diplomatic level. In the corporate level, negotiation skills are important in both informal everyday dealings and formal transactions such as negotiating conditions of sale, mergers, legal contracts and other contracts (Maiese). Negotiations usually take place because the interested parties that wish to create something new that neither could do on their own or to resolve a challenge or dispute between them. In this essay, I will compare the similarity and difference between two negotiation books namely,
The following review presents a discussion of five articles related to leadership. This discussion will identify themes shared by the five articles followed by a presentation of the author’s recommendations for applications of the concepts presented in the articles.
This study aims to determine the impact of leadership styles on job satisfaction and job commitment. Leadership is an art of influencing thoughts and activities of followers for the achievement of established goals and standards. A good leader influences the followers in such a way that they put more effort for the accomplishment of organizational goals and objectives. The impact of transactional and transformational leadership styles on job satisfaction and job commitment of education sector of Pakistan is observed. The result of study has shown that both leadership styles have effect on job satisfaction and job commitment. Transactional and transformational leadership styles play a vital role in every organization with respect to job satisfaction and commitment. The study indicates that transactional and transformational leadership style intensifies job satisfaction and commitment. But in Pakistan context transformational leadership style has more influence on job satisfaction and job commitment. Employees would like to work with transformational leader as they know the leader is a source of motivation, inspiration and build confidence. Transformational leader inspires their follower because employees feel trust, loyalty, appreciation and respect. Employees put more energy and effort for the betterment of the organization. They work beyond the established standards by meeting all the organizational goals and objective. Transformational leader arouses the awareness in the employees and change the perspective of employees. Transformational leader build a sense of achievement and growth. Here are some recommendations on the behalf of my study for the leaders of education sector for the enhancement of job satisfaction...
One of the last remaining strongholds of classical contract law is the notion that contracts require offer and acceptance therefore, in order for a contract to become binding, offer, acceptance, consideration and intention to create legal relations must exist. However contracts are formed in different ways for each different circumstance. (Shawn Bayern, Offer and Acceptance in Modern Contract Law: A Needles Concept, 103 Cal. L. Rev. 67, 102 (2015)
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...
Instances of Breach: When employers and employees fail to realize each other’s expectation with regard to commitment they have towards each other, it might be perceived as breach of psychological contract. This might occur due to various factors. It might be perceived as breach when the employee discerns a broken promise, say when the employee comes across cut in pay, or denial of promotion when deserved. Other instances being restrained promises (delay in promised bonuses), asking the employee to stay for longer hours and not acknowledging the efforts for same, and expectations of carrying work back home (Vandekerckhove and