Human Resource Management Lesson 7 Exercise
1.- What implicit expectations do you and the employees you manage/work with have of your employer?
My expectation and the expectations of the majority of my peers and the people that is managed by me in my current project are the following:
- Reward, Some of the main expectation for me and for a lot of people of my environment is to have a fair reward to the contribution of each one. But don’t only refer to the money; refer to rewards that include recognition.
- Career Plan, although somebody can consider it as rewards, I think that it isn’t because create a career plan for the employees is beneficial for both employer and employees.
- Knowledge, maintain the level of knowledge is essential to “no manual” jobs, because is the force and value of the organization.
- Visibility, I think that is very important to know why things occur inside of the company. A lot of decisions about my daily work could be easier to understand with more information.
- Satisfaction with the job because it fits perfectly with the expectative, for example to have a non-routine work and satisfaction for a job well done. These characteristics are very complicated to reach but in my opinion is the base of the performance of the employees.
In conclusion, my expectation is that the employer complies with the psychological contract and I try to have enough value in the market in order to be able of defending the contract even try to getting better. In these sense this kind of contract is more relational than transactional contract (Rousseau and Parkes 1993, Marchington and Wilkinson 2005, p.34).
2.- Analyse how and why these expectations might be different from the implicit expectations in another organisation with which you are familiar.
I am going to refer to the expectation in companies that operate in different sectors and jobs with nature of Service Shop process against the nature of the process of my current job that is Professional Services. (Slack et al. ,p. 108). These kinds of contracts are more transactional than relational
In jobs with nature of Service Shop, the expectations are similar for those related with the rewards and some about the career plan but understanding only as progression in responsibility and rewards. There are additional expectations as are: job security and fixed working hours. In conclusion this kind of contract is more transactional than relational.
3.- How convincing do you find the idea of the psychological contract as a theoretical framework for understanding the employment relationship?
The concept of psychological contract is really recent, Herriot, Carole and Pemberton in 1995, Guest in 1998 and Denise Rousseau in 2001 are some examples that showed interest in the psychological contracts following the original studies of Argyris in 1960 but currently this concept is a highly followed in organizations. In my opinion these kinds of definitions or studies appear as result of analysis of the real life, and step to step the cycle continues because the new managers and employees are aware of these analyses and they provoke the evolution of the behaviour of employees and employers.
I think that this concept is a framework that could be very useful to understand the employment relationship, it can help us to know how think each side of the psychological contract. Meet the expectation and obligations of each side are important to feel satisfaction and job security. Nonetheless the expectations of each side can change depending of the personal situations (ages, kind of job, etc...) or stages of life (Hall, 1976), in this sense the ability to tackle challenges and the timing to do the things can change along the time, being a cause of break the relation and the psychological contract.
Marchington, M. and Wilkinson, A. (2008), 'Human Resource Management at Work' (4th edn), London: CIPD.
Helen Newell (2009), Human Resources Management Study Notes, Warwick Business School.
Corbett, M. (2007) Organisational Behaviour Lessons Notes, Warwick Business School. 2007