HUMAN RESOURCE MANAGEMENT PRACTICE - Fichier PDF

The psychological contract ❚ 231THE CHANGING NATURE OF THE PSYCHOLOGICALCONTRACTMany commentators have delivered warnings about changes to the psychologicalcontract that are not all advantageous to employees. And the nature of the psychologicalcontract is changing in many organizations in response to changes in theirexternal and internal environments. This is largely because of the impact of globalcompetition and the effect this has had on how businesses operate, including movesinto ‘lean’ forms of operation.The psychological contract has not been an issue in the past because usually it didnot change much. This is no longer the case because:●●●●business organizations are neither stable nor long-lived – uncertainty prevails, jobsecurity is no longer on offer by employers who are less anxious to maintain astable workforce – as Mirvis and Hall (1994) point out, organizations are makingcontinued employment explicitly contingent on the fit between people’s competencesand business needs;flexibility, adaptability and speed of response are all-important and individualroles may be subject to constant change – continuity and predictability are nolonger available for employees;leaner organizations mean that careers may mainly develop laterally – expectationsthat progress will be made by promotion through the hierarchy are nolonger so valid;leaner organizations may make greater demands on employees and are less likelyto tolerate people who no longer precisely fit their requirements.But, more positively, some organizations are realizing that steps have to be taken toincrease mutuality and to provide scope for lateral career development and improvementin knowledge and skills through opportunities for learning. They recognize thatbecause they can no longer guarantee long-term employment they have the responsibilityto help people to continue to develop their careers if they have to move on. Inother words they take steps to improve employability. Even those that have fullyembraced the ‘core–periphery’ concept may recognize that they still need to obtainthe commitment of their core employees and pay attention to their continuous development,although in most organizations the emphasis is likely to be on selfdevelopment.Kissler (1994) summed up the differences between old and new employmentcontracts as follows: