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

Edited book (chapter)

Maguire, Heather. 2003. "The changing psychological contract: challenges and implications for HRM, organisations and employees." Wiesner, Retha and Millett, Bruce (ed.) Human resource management: challenges and future directions. Brisbane, Australia. John Wiley & Sons. pp. 87-103
Chapter Title

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

Book Chapter CategoryEdited book (chapter)
ERA Publisher ID2349
Book TitleHuman resource management: challenges and future directions
Authors
AuthorMaguire, Heather
EditorsWiesner, Retha and Millett, Bruce
Page Range87-103
Number of Pages46
Year2003
PublisherJohn Wiley & Sons
Place of PublicationBrisbane, Australia
ISBN047080095X
Web Address (URL)http://www.johnwiley.com.au/
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.

Keywordspsychological contract; human resource management
ANZSRC Field of Research 2020350710. Organisational behaviour
520104. Industrial and organisational psychology (incl. human factors)
350503. Human resources management
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Byline AffiliationsFaculty of Business
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