Introductory Chapter: Quo Vadis the Psychological Contract?

Coetzee, Melinde; Deas, Alda

doi:10.1007/978-3-030-63864-1_1

Cited by 4 publications

(5 citation statements)

References 11 publications

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“…The impact of contextual factors, such as the changing world of work and the nature of careers have a significant impact on the employer-employee exchange within the psychological contract (Raheem and Kahn, 2019;Coetzee and Deas, 2021). The biggest shift in the psychological contract is based on the mutual exchange between employees and employers, to ensure both career and organizational sustainability (Donald et al, 2019).…”

Section: The Role Of the Psychological Contract -The Talent Managemen...mentioning

confidence: 99%

How talent management execution impacts career experiences: exploring the organization-individual intersect

van der Merwe,

Nel,

Hoole

2024

Front. Psychol.

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The aim of the research was to investigate the ways in which talent management execution impacts the individual career experiences of talent, specifically exploring how talent management execution and career enablement can be closer aligned to unlock value for both the organization and the individual. A qualitative research design was employed to explore the research question. During the first phase of the research data was collected from 13 talent management professionals using purposeful sampling and semi-structured interviews. During the second phase of the research the Delphi method was used to validate the findings (n = 8). Four broad themes were identified as the most prominent ways in which talent management execution impacts the career experiences of individuals. The first is the philosophical underpinning that the organization holds in how talent is defined as well as the exclusivity or inclusivity of their approach. The second is the identification criteria used to identify talent within the organization. Thirdly, the extent to which talent management practices are aligned with career enablement practices and the congruence between these. Lastly, the role of the psychological contract and employee experience in managing mutual expectations. The resultant tension must be proactively managed by (1) clearly articulating the talent philosophy and making this visible through talent management execution, (2) ensuring alignment between talent management practices and the career enablement available to talent, and (3) delivering on expectations through the lived experiences of talent. The study contributes to the existing body of knowledge on talent management and careers, with a specific focus on the intersection between these and defining ways to align these practices to create congruent and authentic career experiences for individuals.

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Section: The Role Of the Psychological Contract -The Talent Managemen...mentioning

confidence: 99%

How talent management execution impacts career experiences: exploring the organization-individual intersect

van der Merwe,

Nel,

Hoole

2024

Front. Psychol.

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“…The COVID-19 pandemic has significantly impacted the employee-employer relationship and the PC [53]. Leaders face challenges in navigating the changing working conditions and fulfilling the PC in the post-COVID-19 world [53,54]. Studies show how the pandemic has influenced the nature of the PC and shifted expectations for both employees and employers [53,[55][56][57][58].…”

Section: Performance Appraisal and Post-covid-19mentioning

confidence: 99%

Strategic human resource management practitioners’ emotional intelligence and affective organizational commitment in higher education institutions in Georgia during post-COVID-19

Anvari,

Kumpikaitė-Valiūnienė,

Mobarhan

et al. 2023

PLoS ONE

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The COVID-19 pandemic has significantly affected the global workforce, presenting unprecedented challenges to managers and practitioners of strategic human resource management. Pandemic-influenced changes in the employment relationship highlighting the need for adaptation in order to facilitate a return to pre-pandemic conditions. Crises such as this can have a detrimental effect on employees’ psychological contract, which in turn can hinder the organization’s ability to thrive in the post-COVID-19 era and impede the development of high commitment levels in the aftermath of the crisis. Emotional intelligence plays an increasingly vital role in effectively navigating the crisis and providing support to employees, while also facilitating the reconstruction of the psychological contract. Therefore, this study aims to explain the role of emotional intelligence of strategic human resource management practitioners on affective organizational commitment and the possible mediating effect of the psychological contract in that relationship. A quantitative study took place in February 2023 among 286 HR directors, HR managers, and HR officers in higher education institutions in Georgia. Partial Least Squares for Structural Equation Modelling was applied for data analysis. The results revealed that the emotional intelligence of strategic human resource management practitioners has a positive impact on the psychological contract and the affective organizational commitment. This study supports the idea that emotional intelligence can transform strategic human resource management practitioners into individuals who engage in people-orientated activities. These activities aim to effectively acquire, utilize, and retain employees within an organization. The study also suggests that emotional intelligence can provide solutions to maintain high employee commitment during times of crisis and in the aftermath of unprecedented situations.

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“…Even though various definitions exist, it is accepted that the psychological contract refers to the perceived mutual expectations that exist due to the nature of a relationship between employer and employee (Coetzee & Deas, 2021). Whilst some expectations are more transactional and articulated, e.g., salary or working hours, other expectations are implicit, often relational and for the most part remain unexpressed.…”

Section: The Psychological Contract As the Basis Of The Employee Expe...mentioning

confidence: 99%

Promises in action: The role of employer brand, employee value proposition and employee experience in delivering on psychological contract expectations

Veldsman,

van der Merwe

2022

EWOP in Practice

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The shifting world of work and the resultant impact on organizations has fundamentally changed the relationship between employees and employers. With the reality of changing workforce demographics, gig-workers, nomad work and evolving talent marketplaces placing organizational talent supply processes under pressure, there is a need to evaluate the effectiveness of people management practices to access talent pools. In particular, the impact of employer branding, the employee value proposition, and the employee experience on attracting and retaining talent has to be re-evaluated in light of shifting expectations. We propose that traditional human resource (HR) practices, which have predominantly been focused on procedural elements of the employee lifecycle, have to evolve to intentionally create more human-centric working environments. This implies incorporating principles from design thinking and servicebased design, which positions the human being as the focal point. A shift towards a more human-centric perspective should not be disconnected from the contextual realities of the organization and its objectives while also taking the dynamic nature of the evolving psychological contract into account. The purpose of this article can be described as follows. First, we aim to discuss the psychological contract as the focal point for aligning employer brand, employee value propositions and employee experience. Second, we propose an employee-centric design methodology for human resource practices and third, we illustrate the use and application of this method by applying it to the off-boarding process in a global organization.

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Introductory Chapter: Quo Vadis the Psychological Contract?

Cited by 4 publications

References 11 publications

How talent management execution impacts career experiences: exploring the organization-individual intersect

How talent management execution impacts career experiences: exploring the organization-individual intersect

Strategic human resource management practitioners’ emotional intelligence and affective organizational commitment in higher education institutions in Georgia during post-COVID-19

Promises in action: The role of employer brand, employee value proposition and employee experience in delivering on psychological contract expectations

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