心理學(xué)英文論文心理契約理解

　　本心理學(xué)英文論文是澳洲留學(xué)生作業(yè)范文，主要內(nèi)容是講述心理契約的相關(guān)定義，以及通過(guò)批判性的評(píng)價(jià)心理契約相關(guān)概念及相關(guān)內(nèi)容�！冬F(xiàn)代管理論壇》是一本為企業(yè)管理及相關(guān)理論服務(wù)的社會(huì)學(xué)期刊。該刊不僅涵蓋了管理理念，還涉及對(duì)不同業(yè)務(wù)與企業(yè)管理發(fā)展趨勢(shì)的解讀、討論與評(píng)價(jià)。《現(xiàn)代管理論壇》致力于為企業(yè)與員工提供高質(zhì)量的獨(dú)特交流平臺(tái)，并通過(guò)將期刊傳遞的有價(jià)值信息應(yīng)用于現(xiàn)實(shí)工作環(huán)境、通過(guò)將管理理念與實(shí)際經(jīng)驗(yàn)的有機(jī)結(jié)合來(lái)惠及企業(yè)及員工。

　　本文將批判性地評(píng)價(jià)心理契約的概念，為什么對(duì)當(dāng)代雇傭關(guān)系的管理有重要的理解。帶著這個(gè)目的，本文將考慮鑒定以及心理契約對(duì)員工的動(dòng)機(jī)和是否組織發(fā)揮作用的評(píng)價(jià)認(rèn)識(shí)當(dāng)代勞動(dòng)關(guān)系，這是進(jìn)一步將揭示某些重要原因概念的心理契約和雇傭關(guān)系。

　　理契約是雇主與雇員之間的一種信念。承認(rèn)和給予過(guò)程的相互承認(rèn)。一個(gè)例子可能是雇主將提供激勵(lì)措施，如公司汽車旅行，工作和培訓(xùn)，以發(fā)展和培育他們。作為回報(bào)，員工可以提供他們的忠誠(chéng)和承諾的動(dòng)機(jī)和實(shí)現(xiàn)其最大的潛力，以實(shí)現(xiàn)既定的目標(biāo)和目標(biāo)。在這種情況下，雇主和雇員都是雙贏的局面。

　　This essay will intend to critically evaluate the concept of the psychological contract and why is an understanding of this concept important to the management of contemporary employment relationship. With this aim, the essay will take into account the identification as well as the evaluation of the role played by psychological contract on employee's motivation and whether organisations acknowledge the contemporary employment relationship, which is further expected to reveal certain crucial reasons behind the concept of the psychological contract and employment relationship.

　　The psychological contract is a set of beliefs between employers and employees. With a mutual recognition of take and give process. An example could be that an employer will provide incentives, such as a company car to travel to work, and training to develop and nurture them. In return the employee can provide their loyalty and commitment to being motivated and achieving their maximum potential to achieve set goals and objectives. In this case it's a win-win situation for both the employer and employee.

　　However the psychological contract is unwritten and changes with time, as new challenges and threats occur in the business environment. This can affect the psychological contract, in which case may be breached. This would have a subsequent negative effect as it may lead to lack of motivation, no interest and determination in succeeding and overall loss of performance as a result. Heery, E and Noon, M (2001) suggests that employers should offer individual development to employees that offer commitment and high performance to an organisation.

　　Literature review 文獻(xiàn)綜述

　　In relation to the cultural perspective, the concept of psychological contract fundamentally focuses on the shared values and common perceptions deciphered by the employers and their employees, which is further believed to enhance the employee and employer relationship. Guest et al (2008) describes the psychological contract as being concerned with assumptions that form and govern behaviour. The breach of the psychological contract has the adverse effect of negative job satisfaction and commitment and this filters through to the overall working environment and performance of an organisation. In some cases this may not be illegal but will ruin the trust and harmony within both the employees and employers relationship. According to Gennard and Judge (2002), employee relations are about ensuring organisational change is accepted and implemented. The employee relation has expectations of how each will behave towards the other. Schien (1978) and Gennard and Judge (2002) say that the psychological contract is a set of unwritten, mutual expectations between an individual employees and the organisation. Employees develop a set of informal unwritten expectations based on the notion of the employment contract. This is based on trust, job satisfaction, incentives, job security, training and development and further career promotions.

　　The concept of psychological contracts has gained considerable importance in today's context and is seen as an integral part of human resource management. The notion behind the concepts elaborates upon the importance as well as influence of augmented employer-employee relationship to ensure long-run productivity and sustainability. Since its development, the concept has gained increasing significance and that positive psychological contract can lead to better effectiveness of the organisational process and subsequently, ensure productivity through competitive human resource management. However, managing psychological contract within modern day organisations can prove to be quite challenging, owing to the influences caused by continuously altering cultural perspectives, increasing diversity within the labour market environment of world economies and changes in the socio-economic dimensions (Maguire, 1998).

　　Recent studies have further revealed that modern day organisations need to overcome these challenges by focusing on the implementation of effective human resource policies and well-defined organisational norms, values and mission so as to gain competency through psychological contract. Practicing psychological contract is quite significant for organisations, fundamentally because it enhances the organisational competencies to manage its human resources with greater efficiency. Psychological contracts have also rewarded enhanced flexibility in the managerial practices of the organisations with the virtues of augmented employee morale and commitment in the contemporary employment relationship. This in turn increases the organisations' risk managing capacity. Organisations should focus on practicing the concept of psychological contracts to gain internal strengths and competencies through better employer-employee relationship.

　　Understanding the importance of psychological contract and the changing employment relationship

　　Organisations are portrayed as good employers when they have an identifiable image and display commitments towards their employees. To achieve this target organisations conventionally establish 'an employer brand' which is a corporate personality or identity with a set of corporate values or a mission statement which employees and customers recognise and relate to. Cullinane and Dundon (2006).

　　However in the ever changing business environment and world economy, threats, uncertainty and constant change has led to organisations to reconstruct seeking alternatives such as downsizing, to keep afloat and mergers to share assets, intelligence and costs. It can be said that flexibility and adaptability are considered more crucial in such a demanding and constantly changing business environment. An understanding of the importance of the psychological contract is important in understanding the management of contemporary employment relationship as managerial change in the way employees are recruited, hired and retained are seen on the basis of short-run, rather than the old-fashioned long-term, future job. This is because the culture perspective has changed and organisations now are interested on particular sets of skills and concentrate more on the short-term future and less on the long-term performances. Therefore employees must adapt and become ever more flexible in an ever changing business environment, as there no longer exists the same kind of job security and job progression as in the old-fashioned psychological contract.

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