Chapter 01 the psychological contract

Organizational Behavior: An Experiential Approach 7/EJoyce S... Organizational Behavior: An Experiential Approach 7/EJoyce S... Organizational Behavior: An Experiential Approach 7/EJoyce

Organizational Behavior: An Experiential Approach 7/E

Joyce S Osland, David A Kolb, and Irwin M Rubin

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©2001by Prentice Hall, Inc

Chapter 1

• Define and understand the importance of the

psychological contract

• Explain the self-fulfilling prophecy

• Describe the external influences that affect

workplace expectations

• Explain the pinch model

• Make a psychological contract with your professor

• List the characteristics of the field of OB

Organizational Behavior: An Experiential Approach 7/E

Joyce S Osland, David A Kolb, and Irwin M Rubin

• Acknowledgement of Environmental Forces

• Grounded in the Scientific Method

• Performance Orientation

• Applied Orientation

• Change Orientation

Mental Maps

Our images,

assumptions, and stories about every aspect of the world that determine what

we see and how we act.

Organizational Behavior: An Experiential Approach 7/E

Joyce S Osland, David A Kolb, and Irwin M Rubin

of a reciprocal exchange agreement between

individuals and their organization.

Environmental Changes Impacting

• Reengineering

• Downsizing

• Mergers and acquisitions

• Outsourcing and subcontracting of work

• Contingent and temporary employment for peripheral

employees

Organizational Behavior: An Experiential Approach 7/E

Joyce S Osland, David A Kolb, and Irwin M Rubin

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©2001by Prentice Hall, Inc

Environmental Changes Impacting Psychological

Workforce Changes Impacting

Organizational Behavior: An Experiential Approach 7/E

Joyce S Osland, David A Kolb, and Irwin M Rubin

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©2001by Prentice Hall, Inc

A Nomadic Work Force

-13 different jobs for the average

high school or college graduate

– 3.5 years on each job

Organizational Behavior: An Experiential Approach 7/E

Joyce S Osland, David A Kolb, and Irwin M Rubin

Model for Managing Psychological Contracts

Organizational Behavior: An Experiential Approach 7/E

Joyce S Osland, David A Kolb, and Irwin M Rubin

• Decreased trust and good faith

• Decreased job satisfaction

• Decreased productivity

• Decreased attendance

• Turnover

Cause

Contract Makers’ Violations

Recruiters  Unfamiliar with actual job

 Overpromise Managers  Say one thing, do another Co-workers  Failure to provide support Mentors  Little follow-through

 Few interactions Top management  Mixed messages

Organizational Behavior: An Experiential Approach 7/E

Joyce S Osland, David A Kolb, and Irwin M Rubin

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©2001by Prentice Hall, Inc

Sources Violations

Compensation  Changing criteria

 Reward seniority, low job security Benefits  Changing coverage

Career paths  Dependent on one’s manager

 Inconsistent application Performance review  Not done on time

Training  Skills learned not tied to job Documentation  Stated procedures at odds with actual

practice

Systems Contract Violations

Willing but unable (inability to fulfill contract)

Disruption

Able but unwilling (reneging)

Breach of contract

Organizational Behavior: An Experiential Approach 7/E

Joyce S Osland, David A Kolb, and Irwin M Rubin

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©2001by Prentice Hall, Inc

RESPONSES TO VIOLATION

Constructive Destructive Active Voice Neglect/Destruction

Passive Loyalty/Silence Exit

Why Generations Differ

• Each generation is a product of

historical events that shape their values and views of the world

• Emotional memories shape feelings

about institutions, authority, materialism, family and careers

Organizational Behavior: An Experiential Approach 7/E

Joyce S Osland, David A Kolb, and Irwin M Rubin

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©2001by Prentice Hall, Inc

How to Manage Gen X’ers

• Vary their assignments

• Teach them new skills

• Teach them some manners

• Keep them in the loop

• Tie praise for a job well done to a concrete

reward

• Keep it fun

Advantages of Committed

Employees

Have the self-control required for teamwork,

empowerment, and flatter organizations

Display organizational citizenship behavior that benefits the organization

Are “willing to help”

Organizational Behavior: An Experiential Approach 7/E

Joyce S Osland, David A Kolb, and Irwin M Rubin

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©2001by Prentice Hall, Inc

Advantages of Committed

Employees

Have better attendance records

Stay with the company longer

Work harder at their jobs

Adapt better to unforeseeable occurrences

Perform better

Earning Employee

Commitment

Commit to people-first values:

Put it in writing Hire right-kind managers Walk the talk

Organizational Behavior: An Experiential Approach 7/E

Joyce S Osland, David A Kolb, and Irwin M Rubin

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©2001by Prentice Hall, Inc

Earning Employee

Commitment

Clarify and communicate your mission:

Clarify the mission and ideology Make it charismatic

Use value-based hiring practices Stress values-based orientation and training Build the tradition

Earning Employee

Commitment

Guarantee organizational justice:

Have a comprehensive grievance procedure Provide for extensive two-way communications

Organizational Behavior: An Experiential Approach 7/E

Joyce S Osland, David A Kolb, and Irwin M Rubin

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©2001by Prentice Hall, Inc

Earning Employee

Commitment

Create a sense of community:

Build value-based homogeneity Share and share alike

Emphasize barn-raising, cross-utilization, and teamwork

Get together

Earning Employee

Commitment

Support employee development:

Commit to actualizing/developing people Provide first-year job challenge

Enrich and empower; promote from within Provide developmental activities

Provide employee security without guarantees