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Psychological contract formation is a process whereby the employer and the employee or prospective employee develop and refine their mental maps of one another. According to the outline of phases of psychological contract formation, the contracting process begins before the employment itself and develops throughout the course of employment.
Employees often create a set of expectations about their workplace; people tend to make psychological contracts with their organizations. When his or her expectations are not met, the employee may "perceive a psychological contract breach by their employers". [2]
At the heart of realistic job previews are the employee exchange or psychological contract between employer and employee. [2] By being hired after use of the RJP, the employee enters the contract aware of what the organization will provide to them (pay, hours, schedule flexibility, culture, etc.) as well as what will be expected from them (late hours, stress, customer interaction, high urgency ...
An employee in a lab developing brain-computer interfaces said her lab’s principal investigator (PI)—who has “Title 42” designation, which requires his contract be renewed every few years ...
Perceived psychological contract violation (PPCV) is a construct that regards employees’ feelings of disappointment (ranging from minor frustration to betrayal) arising from their belief that their organization has broken its psychological contract of work-related promises, [1] and is generally thought to be the organization's contribution to a negative reciprocity dynamic, as employees tend ...
The psychological contract is a system of beliefs an individual holds regarding an exchange arrangement with another (e.g., employment, customer/supplier relationship, family tie or marriage). A fundamental feature of the psychological contract is that like cognitive schemata generally, the contract, once established, is relatively resistant to ...
Some troops leave the battlefield injured. Others return from war with mental wounds. Yet many of the 2 million Iraq and Afghanistan veterans suffer from a condition the Defense Department refuses to acknowledge: Moral injury.
From January 2008 to December 2012, if you bought shares in companies when Brenda J. Gaines joined the board, and sold them when she left, you would have a -98.7 percent return on your investment, compared to a -2.8 percent return from the S&P 500.