Psychological contract model Sample Clauses

Psychological contract model. Xxxxxx and Xxxxxx (2005) defined the outcomes of adapting the psychological contract as the following: there is a positive relationship between psychological contract and commitment, affective wellbeing and job satisfaction; there is a negative relationship between psychological contract and employee‟s intention to quit the system. This is in agreement with the work of Xxxx and Xxxxx (1988) as they report a positive relationship between the franchisee satisfaction and his intention to stay in the franchise relationship. Xxxxxxx (1984) indicates the importance of the motivation to the franchise relationship Guest (2004) presents an extended model of the psychological contract to provide an analytic framework within employment relationships. This model suggests that the extent to which employers adopt people management practices will influence the state of the psychological contract, the contract is based on employees' sense of fairness and trust, and where the psychological contract is positive, increased employee commitment and satisfaction will have a positive impact on business performance. Xxxxx (2001) suggest that the psychological contract can be reconceptualised to deal with multiple foci on a number of levels including top management.
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Psychological contract model. The model is pertinent for the exploration of how ADF officers responded to HR practices. The inducements in the above model are partly communicated through HR practices and the delivery of rewards through such practices can fulfill, or breach, perceived expectations and promises. As such, the psychological contract construct suggests a number of aspects for analysis in relation to each of the HR practices. As shown in Figure 3, the analytical framework outlined explores the type of psychological contract espoused, who represents the employer in relation to each practice, how issues of trust and breach play out, and the ways in which employees reciprocate. Each of these areas will be explored for the performance appraisal, career management and compensation practices experienced by mid-rank officers in the ADF.
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