...In a organization psychological contract is a essential part of positive employee relationship. It requires interaction & communication between employer & employee. Basically psychological contract is the`mutual beliefs, perceptions and informal obligations between an employer and employee (D.Rousseau,1989). It can be distinguished from the legal employment contract. It is the perception of both employee and employer, of what are their mutual obligations towards each others. It can be more influential than the formal written contract in affecting how employees behave from day to day, their motivations and their commitment to the organization. Levinson (1962), the father of the concept of psychological contract defined it as an unwritten contract. According to his concept psychological contract is the sum of the mutual expectations between the organization and employees. Psychological contracts are mental models or schemas that develop through an individual’s interactions and experiences (Levinson, 1962) The psychological contract is playing an increasingly important role in helping to define and understand contemporary employment relationship (Millward & Brewerton, 1999). The psychological contract tells employees what they are required to do in order to meet their side of the bargain and what they can expect from their job. It offers a valid and helpful framework of thinking about the employment relationship, especially against a background of a changing labour market and...
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...HUMAN RESOURCE MANAGEMENT PRACTICES AND ORGANIZATIONAL COMMITMENT AND INTENTION TO LEAVE: THE MEDIATING ROLE OF PERCEIVED ORGANIZATIONAL SUPPORT AND PSYCHOLOGICAL CONTRACTS A Thesis presented to The Faculty of the Graduate School At the University of Missouri-Columbia In Partial Fulfillment of the Requirements for the Degree Master of Science by PRIYANKO GUCHAIT Dr. Seonghee Cho, Thesis Advisor AUGUST 2007 The undersigned, appointed by the dean of the Graduate School, have examined the thesis entitled HUMAN RESOURCE MANAGEMENT PRACTICES, ORGANIZATIONAL COMMITMENT AND INTENTION TO LEAVE: THE MEDIATING ROLE OF PERCEIVED ORGANIZATIONAL SUPPORT AND PSYCHOLOGICAL CONTRACTS presented by Priyanko Guchait a candidate for the degree of master of science, and hereby certify that, in their opinion, it is worthy of acceptance. Dr. Seonghee Cho, Food Science (HRM) Dr. Dae-Young Kim, Food Science (HRM) Dr. Robert Torres, Agricultural Education ACKNOWLEDGEMENTS The thesis could not have been completed without the support of many people who are gratefully acknowledged herein. First of all, I would like to express my sincere gratitude and appreciation to my Committee Chair and Advisor, Dr. Seonghee Cho, for her guidance and support throughout the completion of this thesis and my study at University of MissouriColumbia. Without her mentorship I would not have been able to undertake this thesis and my education at University of Missouri-Columbia. I would also like to...
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...www.sciedu.ca/jms Journal of Management and Strategy Vol. 1, No. 1; December 2010 Managing Justly Across Cultures: The Problem of Fairness in International Business Rolf D. Dixon (Corresponding author) Weber State University 3802 University Circle, Ogden, Utah 84408, USA Tel: +1-(801)-626-7542 E-mail: rddixon@weber.edu Cam Caldwell University of Georgia G-2 Brooks Hall, Athens, GA 30602-6256, USA Tel: +1-(318)-446-0129 E-mail: camcaldw@uga.edu Apichai Chatchutimakorn College of Business, McNeese State University Kayla Gradney College of Business, McNeese State University Kochakan Rattanametangkul McNeese State University katekochakan@yahoo.com Received: September 14, 2010 Abstract The aim of this paper is to examine the relationships between organizational justice and the factors that characterize cultural differences. This paper begins by briefly summarizing the nature of organizational justice and by identifying how justice is perceived. Hofstede’s five factors of cultural dimension model, which he developed in his seminal 1980 research on national cultures, is utilized to present characteristics of cultural differences. Ten propositions are then offered which relate to organizational justice and differences in cultural perspectives. These propositions suggest specific management approaches that organizational leaders can adopt to be more effective in dealing with employees from respective cultures. This paper concludes by identifying the importance of understanding...
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...The Development of Organizational Theory Carla Coleman Strayer University ECO 550 Managerial Economics and Globalization Dr. Ian McDevitt December 21, 2013 The Development of Organizational Theory Introduction Organizational theory involves identifying the different approaches to understanding organizations, which cover a wide spectrum of views over many decades. The history of organizations really starts with armies (Orlikowski 2010). Armies were the first large-scale cooperative groups formed specifically for a purpose and they are characterized by a hierarchy of authority within which decisions are made at the top and passed down in the shape of orders which must be followed. A second early development was that of public administration whereby organizations came into being to implement the decisions of government: initially to collect taxes, but increasingly to order and regulate society through laws and the application of various rules (Tushman and Romanelli, 1985). Again, these organizations were characterized by hierarchy of authority and a requirement to comply with its exercise. These models for the large-scale organization of people for a purpose were, with a few exceptions, followed by business organizations as they developed in the Middle Ages and, through industrialization, came to dominate work in society. The study of organizations emerged from what some would call today sociology (Knorr, 1997)...
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...Organization Theory Schools of Thought Abstract Organizational theory involves identifying the different approaches to understanding organizations, which cover a wide spectrum of views over many decades. The history of organizations really starts with armies (Orlikowski, 2010). Armies were the first large-scale cooperative groups formed specifically for a purpose and they are characterized by a hierarchy of authority within which decisions are made at the top and passed down in the shape of orders which must be followed. A second early development was that of public administration whereby “organizations came into being to implement the decisions of government: initially to collect taxes, but increasingly to order and regulate society through laws and the application of various rules” (Tushman & Romanelli, 1985). Again, these organizations were characterized by hierarchy of authority and a requirement to comply with its exercise. These models for the large-scale organization of people for a purpose were, with a few exceptions, followed by business organizations as they developed in the Middle Ages and, through industrialization, came to dominate work in society. The study of organizations emerged from what some would call today sociology (Knorr, 1997). This owed its origins to philosophers turning their attention to the way in which whole societies function and, in due course, to the study also of the social constructions which are created in them. Knorr believed...
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...Changing Nature of the Psychological Contract and its Impact on Modern Organizations by Kheeran Dharmawardena kheeran.d@its.monash.edu.au Executive Summary Drawing on recently published work by experts in the field of organizational behavior, this paper aims to outline the aspects of the psychological contract that need to be considered in todays demanding work place. It shows how the contract affects the individual, the managers and the organization. The paper further discusses the advantages of recognizing the changing psychological contract and how an organization could form contracts that are beneficial to both the employee and the employer. Introduction Psychological contract, the unwritten agreement between an employer and employee, is changing in the post job security economic environment. With the popularity of contractual, short term employment within organizations, employees are now seeking to create a psychological contact which is more about self-actualization. This change in the psychological contract has implications on organizations that seek to have a work force that is motivated and committed towards the organizations goals. What is The Psychological Contract? The psychological contract according to recent definitions is an individual's beliefs concerning the obligations that exists between the employee and the organization (Lester, Turnley et. al., 2002) . The contract is composed of an individual's perceptions...
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... 1) Strengths of Acorn Acorn Industries, in spite of being a small organization with a single product line had strong technical capabilities, and a compelling marketing division whose core philosophy heavily relied on the importance of Voice of the customer, market research and competitive benchmarking, which was used in creating and submitting contract proposals. During the 1990’s, most companies such as Apple, Nike, McDonalds etc. were substantially dependent on the marketing departments that emphasized on face to face meetings with the customers, and employees pushing their sales numbers to increase revenue and business profits, which is similar to Acorn Industries’ approach of utilizing their marketing division to submit their proposals in order to obtain the government contracts (History: 1990s 2003). As the company was venturing into government contracts pertaining to the weapon systems and other diverse fields, it realized the significance of program management and brought in an individual with extensive knowledge and experience in the field of program management, which proved beneficial while changing the organization philosophy; and restructuring the organization and its various divisions. In order to remain competitive, profitable and maximize the return on investment, Acorn Industries continued the commercial product line which acted as a fail-safe in case of unfruitful government contracts. For example, both Microsoft and Apple have product lines such as phones...
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...APRIL 25, 2015 MGMT 204 CRN: 34272 Current Human Relations Challenge: Organizational Ethics Ethics is the moral standard of right and wrong behavior (Lussier, 2013, pg. 72). Organization as defined by Lussier is “a group of people working to achieve one or more objectives” (Lussier, 2013, pg. 457). Organizational ethics is code of conduct for businesses. In this paper, three different ethics studies, from the Business Journal of Ethics, are examined. They are “Boardroom Diversity and its Effect on Social Performance: Conceptualization and Empirical Evidence,” “The Corporate Ethical Virtues Scale: Factorial Invariance Across Organizational Samples,” and “When Organizations Don’t Walk Their Talk: A Cross-Level Examination of How Decoupling Formal Ethics Programs Affects Organizational Members.” Boardroom Diversity and its Effect on Social Performance: Conceptualization and Empirical Evidence” This article, written by Hafsi and Turgut, is a study of the relationship between boardroom diversity and corporate social performance. They compare diversity in boards (encompassing director’s gender, ethnicity, age, experience and tenure) and diversity of boards (consisting of board size, director independence, director stock ownership, and board leadership duality) and incorporate that into the effects of corporate social performance (CSP). They state that boardroom diversity affects organizational performance created the need for Sarbanes-Oxley act of 2002 (Hafsi et al, 2013)...
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...Workplace Organizational Behaviour Purpose: The purpose of this paper is to examine the inter-relationship of incivility and toxicity, how bullies are able to become toxic managers, and how they are allowed to develop in a toxic organization. We also analyze the development of organizational pain and how toxin handlers deal it with. Finally, we hope to assess if there is any validity to claims that ‘Generation Z’ is responsible for the recent prevalence of workplace toxicity. What is a toxic workplace? Overview of Toxicity: “Violence, aggression, bullying, tyranny, harassment, deviance, and injustice …” (Cortina 2001), the ‘magnificent seven’ anti-socialites comprising Workplace Toxicity. A relatively new field of study, the idea of workplace toxicity develops from the impact of bullying, and the emotional consequences it has on the organization. There has been surging interest over the past two decades on the cause and effect of bullying in the workplace (Rayner, 2002); and an ever-growing number of studies, since Leymann in 1990, would suggest that interest in this field may be attributed to the increase of disgruntled employees and employee violence which became prevalent in 1986 (the USPS incident in Edmond, Oklahoma). “There are three inevitable results of toxic workplaces: Poor Performance, Severe Health Issues, and the Loss of Talented Employees. “(Amy Scholten) A toxic workplace can be essentially summed up as any organization where there is...
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...Chapter One: Introduction to Organizational Behavior Chapter Synopsis This chapter launches the students' study of organizational behavior by providing an overview of management history and the OB field, and by identifying forces that promise to reshape the nature of management. It exposes the how, what, why, and when of organizational behavior, as viewed and practiced by managers. It also identifies the skills and competencies that leaders will need to create the ideal 21st century work atmosphere, such as intelligence, passion, a strong work ethic, a team orientation, and a genuine concern for people. Learning Objectives After completing this chapter, students should be able to: 1. Define in applied terms organizational behavior. 2. Describe the disciplines that have contributed to the field of organizational behavior. 3. Discuss the importance of understanding behavior in organizations. 4. Explain the time dimension model of measuring effectiveness. 5. Explain the relationship between quality and organizational effectiveness. Key Terms power of human resources—The ability to get things done in the way one wants them to be done. globalism—The interdependency of transportation, distribution, communication, and economic networks across international borders. cultural diversity—The vast array of differences created by cultural phenomena such as history, economic conditions, personality characteristics,...
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...deviance. Once recognized, there is much that managers can do to ameliorate the triggers that encourage otherwise honest employees to engage in deviant behavior. M “I wouldn’t say what I did was unethical. Rather, it was more, say, questionable. But hey, my manager says, ‘The customer is always right.’ So basically, I was following her orders.” “Come on – everybody does it. It’s almost expected. I bet even my manager did it when he had my job.” “Considering how much money I bring into this place, I deserve it. They should be paying me more anyway.” anagers often face employees like these who try to justify their actions after being caught behaving inappropriately. Some managers may terminate these employees in an attempt to rid the organization of such unscrupulous individuals. But personality alone is a rather poor predictor of deviant behavior.1 In fact, 60 percent of all employees engage in theft: 30 percent when presented with an opportunity to steal and 30 percent when they have found a way to steal after actively searching for an opportunity.2 Furthermore, in a national poll from the late 1990s, 48 percent of workers admitted to cutting corners on quality...
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...TABLE OF CONTENTS TABLE OF CONTENTS………………………………………………………………1 1. INTRODUCTION …………………………………………………………………...3 2. OBJECTIVES OF THE RESEARCH……………………………………………...4 3. PROBLEM STATEMENT……………………………………………………….....4 4. METHODOLOGY………………………………………………………………….. 5 5. IMPORTANT ISSUES RELATED TO PROCUREMENT PERFORMANCE MEASUREMENT……………………………………………………………………...6 5.1. DEFINITIONS…………………………………………………………………….6 5.2. WHY MEASURING PROCUREMENT PERFORMANCE……………….7 5.3. CHARACTERISTICS OF PERFORMANCE INDICATORS……………..9 5.4. BOARDROOM ALIGNEMENT…………………………………………….10 5.4 EXEMPLE OF A DETAILED FRAMEWORK FOR MEASURING PROCUREMENTPERFORMANCE…………………………………………...10 6. MESEARING SSFR PROCUREMENT PERFORMANCE………………….13 6.1. SIMPLIFIED PROPOSED FRAMEWORK FOR PROCUREMENT PERFROMANCEMESUREMENT………………………………………………...13 6.2. CHALLENGES FACED BY RSSB PROCUREMENT IN THE AREAS OF IMPROVEMENT……………………………………………………………………19 7. CONCLUSIONS AND RECOMMENDATIONS……………………………...20 7.1. CONCLUSION…………………………………………………………….……20 7.2. RECOMMENDATIONS…………………………………………………….…23 8. BIBLIOGRAPHY. …………………………………………………………….…24 MEASURING PROCUREMENT PERFORMANCE IN RWANDA CASE STUDY: SOCIAL SECURITY FUND OF RWANDA: 2010-2011 Abstract For decades procurement performance has been attracting great attention from different stakeholders due to poor performance resulting from non adherence to proper processes and procedures. It had been also proved that performance measurement is the key driver to...
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...organisational commitment and concludes that although there is “no single definition of commitment”, he refers to Allen & Meyer’s (1990) three-component model and offers an explanation of those terms: 1. Affective commitment, “which refers to employees’ emotional attachment to, identification with, and involvement in, the organization” 2. Normative commitment, “which is based on feelings of loyalty and obligation” 3. ‘Continuance’ component “refers to the commitment based on the costs that employees associate with leaving the organization” Richard McBain (2005) also explores Swailes (2002) argument that measures of organisation commitment often seem to focus on the reasons for commitment, or its outcomes, rather than on the commitment itself. He also goes on to explore the research by Malhotra and Mukherjee (2003) where they test the importance of job satisfaction and organisational commitment on service quality and explore how commitment may influence the willingness of customer-contact employees to engage in discretionary efforts may reflect in the service quality they deliver. He goes on to comment on one of the key findings from Malhotra and Mukherje (2003) research; that affective commitment was more important than job satisfaction in determining the service quality of customer contact employees. Richard McBain (2005) goes on to conclude that “Service organisations should, therefore, strive to develop the affective component of commitment amongst their customer employees, alongside...
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...joined the enterprise, there are two copies of contracts that the staff should sighed with the enterprise, one is written on the paper which is the employment contract, and the other one is psychological contract which is written in the mind between employer and employee. In relation to the psychological contract, there are several concepts to explain it, and the earliest concepts of psychological contract can be traced back to the early work of Argyris (1960). However, the key concept of psychological contract that in common used, which was established by Rousseau (1995). According to Rousseau and Tijoriwala (1998, p. 679), the psychological contract was defined as: “An individual’s belief in mutual obligations between that person and another party such as employer” Therefore, the psychological contract is the metaphor contract between the individual employee and the organization to maintain and develop the inner power of the enterprise. This essay will first clarify what is psychological contract and why it is essential for firms to establish a psychological contract with their employee. Secondly, it will explain the process theories of motivation and what theories are include in the process theories of motivation. Finally, assess which process theories of motivation can help manager to establish appropriate psychological contract with the employee. With the help of Rousseau’s argument, it is obviously that the psychological contract is an exchange relationship between the individual...
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...Mathias Hoglund, (2012), “Quid pro quo? Examining talent management through the lens of psychological contracts”, Vol. 41 Iss: 2 pp. 126-142 Article Summary The objective of this article was to explore the direct and indirect linkages between HRM practices and human capital within a talent management framework. In other words is, the author intention was to examine how employee responses to HRM practices, mediate the linkage between HRM and human capital. The approach was applying the psychological contract theory as a lens to assess employee perceptions of the extent to which talent qualities are rewarded and the effect of such perceptions on employee-felt obligations to develop skills. Research Result Mathias mentioned on the result indicating that HRM practices are positively related to employee-perceived talent inducements and that talent inducements fully mediate the direct relationship between skill-enhancing HRM and human capital which was not necessarily true. The questionnaire total response rate of 5.6% was just too low to be cascaded into realistic extrapolation. He should had been considering to collect sample from other alumni instead of Finnish business school alone. Moreover, it could be contended on the robustness of the sample. Mathias was focusing the sample from managers and professionals among the selected organizations for testing the theoretical framework which may not generalize to other organizational and cultural contexts. The result was arguably better...
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