The changing psychological contract: challenges and implications for HRM, organisations and employees

Maguire, Heather (2003) The changing psychological contract: challenges and implications for HRM, organisations and employees. In: Human resource management: challenges and future directions. John Wiley & Sons Australia, Ltd., Brisbane, Australia, pp. 87-103. ISBN 0-470-80095-X

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Abstract

Organisations and their employees face ongoing challenges in the form of new strategic initiatives designed to keep pace in an increasingly complex business environment. In order for these challenges to be successfully met, new behaviours are required on the part of employees (Sims 1994). Defining these new behaviours is initiated through the organisation's human resource (HR) practices (Rousseau & Wade-Benzoni 1994). However, actual change in individual employees' behaviour is determined by interpreting their employers' HR practices. Such interpretation affects employee behaviour by altering perceptions of the terms of the individually held psychological contract.

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Item Type:	Book Chapter (Commonwealth Reporting Category B)
Refereed:	Yes
Item Status:	Live Archive
Additional Information:	Deposited with permission of publisher.
Faculty / Department / School:	Historic - Faculty of Business - Department of Management and Organisational Behaviour
Date Deposited:	18 Jan 2008 05:46
Last Modified:	21 Sep 2016 02:48
Uncontrolled Keywords:	psychological contract; human resource management
Fields of Research :	15 Commerce, Management, Tourism and Services > 1503 Business and Management > 150311 Organisational Behaviour 17 Psychology and Cognitive Sciences > 1701 Psychology > 170107 Industrial and Organisational Psychology 15 Commerce, Management, Tourism and Services > 1503 Business and Management > 150305 Human Resources Management
URI:	http://eprints.usq.edu.au/id/eprint/3749

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