Formal strategies to maintain healthy psychological contract remain rare

PSYCHOLOGICAL CONTRACT

Formal strategies to maintain healthy psychological contract remain rare

Half of organisations surveyed by the Work Foundation have strategies for maintaining a good psychological contract, but the majority of these businesses say that these strategies are informal.

The survey of 159 organisations in the UK found that the majority of respondents (59%) described the psychological contract as a "set of unstated or unwritten beliefs and assumptions about the organisation's and employees' expectations from the employment relationship". Almost a half of respondents (47%) say that the maintenance of a healthy psychological contract is a core business objective.

What you will find in this report

This 60-page report is divided into three main sections:

1. Survey Findings from a survey of personnel and human resource specialists in 159 organisations. Topics covered include: defining the concept different approaches and maintaining a good psychological contract business priorities motivation discussion of expectations influences communications employee feedback.

2. Case Studies Barclays Group BorgWarner Torq Transfers Claridge's Forestry Commission Herga Electric Richer Sounds Swale Borough Council.

3. Consultancy The Work Foundation's consultant Stephen Bevan interviewed about the psychological contract.

Want to know more?

Title: "Psychological contract", Managing Best Practice no. 102, February 2003.

Availability: To subscribe to the monthly report Managing Best Practice, contact the Work Foundation on tel: 0870 165 6700.

Formerly the Industrial Society, the Work Foundation seeks to "improve the productivity and quality of working life in the UK, with a unique fusion of research, consultancy and advocacy". To find out more visit www.workfoundation.com

Posted 9 June 2003