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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.
In organizational behavior and industrial and organizational psychology, organizational commitment is an individual's psychological attachment to the organization. Organizational scientists have also developed many nuanced definitions of organizational commitment, and numerous scales to measure them.
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 ...
Psychosocial safety climate (PSC) is a term used in organisational psychology that refers to the shared belief held by workers that their psychological health and safety are protected and supported by senior management. PSC builds on other work stress theories and concerns the corporate climate for worker psychological health and safety.
Psychological Capital Questionnaire (PCQ): The original and validated form of the PCQ. It can be used as a self-assessment and a multi-rater assessment, meaning that the assessment considers the target individual's self-assessment alongside the assessments from others who rate the target individual's PsyCap.
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Attribution (psychology) – Process by which individuals explain causes of behavior and events; Black swan theory – Theory of response to surprise events; Chronostasis – Distortion in the perception of time; Cognitive distortion – Exaggerated or irrational thought pattern; Defence mechanism – Unconscious psychological mechanism
In this model of therapy, partners learn to be nicer to each other through behavioral exchange (contingency contracts), communicate better and improve their conflict-resolution skills. Early support came when John Gottman found that as long as the ratio of positive to negative interactions remains at least five to one, the relationship is sturdy.