Organizations and the psychological contract : managing people at work

Author(s)

Bibliographic Information

Organizations and the psychological contract : managing people at work

Peter J. Makin, Cary L. Cooper, and Charles J. Cox

Quorum, 1996

  • pbk

Available at  / 7 libraries

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Note

Includes bibliographical references and index

Description and Table of Contents

Volume

pbk ISBN 9780275956851

Description

Contracts in employment are of two kinds: the formal, written contract and the equally important, informal and unwritten psychological contract—how people think they should be treated. Both involve rights, obligations and expectations on the part of the employer and the employee, and a breach in one can have important effects on the other. For example, how people feel they are being treated by the organization can affect their perception of their levels of pay. Organizations and the Psychological Contract has two main aims in exploring these issues: to act as a handbook for practicing managers, and as a basic text in management courses. Organizations and the Psychological Contract has two main aims in exploring these issues in the organizational context: to act as a handbook for practicing managers, and as a basic text in management courses. Relevant theories are explained and developed using practical examples, self-assessment exercises, and case studies. This is a revised and much expanded version of Managing People at Work, with the addition of chapters on Selection and Career Development, Understanding and Coping with Change, Empowerment and Self-Management, and the Behavioural Approach to Motivation. As well as undertaking research into many aspects of organizational life, the authors have many years' experience as consultants, acting for industrial and commercial organizations in all sectors of the economy.

Table of Contents

List of Figures Acknowledgments Preface Introduction Selection, Placement and Careers Personality and Individual Differences Inter-Personal Perception and Interaction Motivation Behavioral Approaches to Motivation Leadership and Management Style Group Dynamics at Work Identifying Organizational Problems Organizational Change Managing Your Boss Understanding and Coping with Change Empowerment and Self-Management Appendix 1: Type A/ Type B Questionnaire Appendix 2: Case Study: "Take a Memo" Appendix 3: Case Study: Pay Review Appendix 4: Case Study: Absenteeism Appendix 5: Career Questionnaire Appendix 6: Case Study: Change Strategies References Suggested Reading Index
Volume

ISBN 9781567200911

Description

Contracts in employment are of two kinds: the formal, written contract and the equally important, informal and unwritten psychological contract-how people think they should be treated. Both involve rights, obligations and expectations on the part of the employer and the employee, and a breach in one can have important effects on the other. For example, how people feel they are being treated by the organization can affect their perception of their levels of pay. Organizations and the Psychological Contract has two main aims in exploring these issues: to act as a handbook for practicing managers, and as a basic text in management courses. Organizations and the Psychological Contract has two main aims in exploring these issues in the organizational context: to act as a handbook for practicing managers, and as a basic text in management courses. Relevant theories are explained and developed using practical examples, self-assessment exercises, and case studies. This is a revised and much expanded version of Managing People at Work, with the addition of chapters on Selection and Career Development, Understanding and Coping with Change, Empowerment and Self-Management, and the Behavioural Approach to Motivation. As well as undertaking research into many aspects of organizational life, the authors have many years' experience as consultants, acting for industrial and commercial organizations in all sectors of the economy.

Table of Contents

List of Figures Acknowledgments Preface Introduction Selection, Placement and Careers Personality and Individual Differences Inter-Personal Perception and Interaction Motivation Behavioral Approaches to Motivation Leadership and Management Style Group Dynamics at Work Identifying Organizational Problems Organizational Change Managing Your Boss Understanding and Coping with Change Empowerment and Self-Management Appendix 1: Type A/ Type B Questionnaire Appendix 2: Case Study: "Take a Memo" Appendix 3: Case Study: Pay Review Appendix 4: Case Study: Absenteeism Appendix 5: Career Questionnaire Appendix 6: Case Study: Change Strategies References Suggested Reading Index

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