tailieunhanh - Resizing The Organization 13

Resizing The Organization 13. This book seeks to provide executives with useful insights, tools, guidelines, principles, and lessons learned about organizational transition and change. | Resizing and the Psychological Contract 101 the candidate can expect in that area of the employment relationship. If the company is confident in what it can offer in that area the chances of a successful relationship are good. On the other hand if an employee prioritizes outcomes that the organization will have difficulty providing the organization may be better off not to hire that individual. Conclusion At the most basic level organizations have responded to competitive pressures by implementing business strategies like resizing that alter the nature of the psychological contract between the organization and its employees. As the psychological contract continues to be transformed employees frequently perceive their organization as failing to live up to its psychological contract obligations. Resizing efforts make employees more likely to perceive that the relational or socioemotive component of the psychological contract has been violated Cavanaugh Noe 1999 De Meuse Bergmann Lester 2001 . Relational elements of the psychological contract focus on the benefits of a long-term relationship built on trust respect and loyalty. For many employees resizing denotes a violation of their expectations ofjob security. For others it means a violation of the expectation that organizational members will be treated with respect. These perceptions carry major implications for organizations since recent research suggests that the relational component of the psychological contract contains obligations that employees value most Lester Kickul 2001 . If organizational leaders do not address these perceived psychological contract breaches their organizations are likely to suffer detrimental consequences. Previous research has demonstrated that psychological contract breach can adversely affect employee attitudes and behaviors Robinson 1996 Robinson Rousseau 1994 . Fortunately organizational change and psychological contract breach do not have to be inescapably tied to one another. .

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