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Contracts in employment are of two kinds: the formal, written contract and the equally important, informal and unwritten psychological contract-how people think they should be treated. Both involve rights, obligations and expectations on the part of the employer and the employee, and a breach in one can have important effects on the other. For example, how people feel they are being treated by the organization can affect their perception of their levels of pay.
Organizations and the Psychological Contract has two main aims in exploring these issues: to act as a handbook for practicing managers, and as a basic text in management courses.
Organizations and the Psychological Contract has two main aims in exploring these issues in the organizational context: to act as a handbook for practicing managers, and as a basic text in management courses. Relevant theories are explained and developed using practical examples, self-assessment exercises, and case studies. This is a revised and much expanded version of
Managing People at Work, with the addition of chapters on Selection and Career Development, Understanding and Coping with Change, Empowerment and Self-Management, and the Behavioural Approach to Motivation. As well as undertaking research into many aspects of organizational life, the authors have many years' experience as consultants, acting for industrial and commercial organizations in all sectors of the economy.
Table des matières
List of Figures
Acknowledgments
Preface
Introduction
Selection, Placement and Careers
Personality and Individual Differences
Inter-Personal Perception and Interaction
Motivation
Behavioral Approaches to Motivation
Leadership and Management Style
Group Dynamics at Work
Identifying Organizational Problems
Organizational Change
Managing Your Boss
Understanding and Coping with Change
Empowerment and Self-Management
Appendix 1: Type A/ Type B Questionnaire
Appendix 2: Case Study: "Take a Memo"
Appendix 3: Case Study: Pay Review
Appendix 4: Case Study: Absenteeism
Appendix 5: Career Questionnaire
Appendix 6: Case Study: Change Strategies
References
Suggested Reading
Index
A propos de l'auteur
PETER J. MAKIN is Course Director of Manchester School of Management's MSc in Organizational Psychology.
CARY L. COOPER teaches Organizational Psychology at the Manchester School of Management. He was founding president of the British Academy of Management, and frequently appears in the media on both sides of the Atlantic talking about organizational issues.
CHARLES J. FOX teaches Organizational Psychology at the Manchester School of Management. He is also Editor of the
Leadership and Organizational Development Journal.
