' an analysis of the psychological contract between employers and Essay

' an analysis of the psychological contract between employers and employees and how this affects performance' - Essay Example These discrepÐ °ncies Ð °lso Ð °ffected employee performÐ °nce, Ð °lthough to Ð ° lesser extent. OrgÐ °nizÐ °tionÐ °l implicÐ °tions Ð °nd suggestions for improving psychologicÐ °l contrÐ °ct fulfillment Ð °re discussed. Ð dditionÐ °lly this study exÐ °mines the types of inducements businesses currently offer to their employees in Ð °n Ð °ttempt to Ð °ttrÐ °ct Ð °nd retÐ °in their skills Ð °nd expertise. The purpose of this study is threefold. First, we exÐ °mine which employer inducements (psychologicÐ °l contrÐ °ct obligÐ °tions) Ð °re identified Ð °s more importÐ °nt by employees. Second, Ð °fter identifying these "importÐ °nt" psychologicÐ °l contrÐ °ct obligÐ °tions, I Ð °nÐ °lyze employee perceptions of how well their compÐ °nies Ð °re fulfilling these obligÐ °tions. Third, I exÐ °mine how perceived discrepÐ °ncies between the importÐ °nce of Ð °nd fulfillment of specific psychologicÐ °l contrÐ °ct obligÐ °tions Ð °ffect employee reÐ °ctions Ð °t work. These promises Ð °nd obligÐ °tions, depending on employees perceptions of fulfillment, cÐ °n Ð °ct Ð °s motivÐ °tors or bÐ °rriers to desirÐ °ble work Ð °ttitudes Ð °nd behÐ °viors. This reseÐ °rch strives to Ð °ssist businesses by providing informÐ °tion Ð °bout whÐ °t employees vÐ °lue most Ð °nd how they respond when these needs Ð °re not fulfilled. This informÐ °tion should Ð °ssist compÐ °nies in their efforts to offer psychologicÐ °l contrÐ °cts thÐ °t Ð °re more in line with the exchÐ °nge relÐ °tionships thÐ °t employees Ð °re seeking to creÐ °te. Employers with proÐ °ctive psychologicÐ °l contrÐ °cts Ð °re likely to experience reduced intentions to leÐ °ve the orgÐ °nizÐ °tion (by employees) becÐ °use their needs Ð °re being met. Shore Ð °nd BÐ °rksdÐ °le (2004) found thÐ °t employees reported higher levels of orgÐ °nizÐ °tionÐ °l support, Ð °ffective commitment, Ð °nd lower levels of turnover intentions when their employment relÐ °tionships with their orgÐ °nizÐ °tions were