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INTRODUCTION
This critical review of the article of Briner, B and Conway, N (2006) "Protecting the psychological contract" will briefly consider the problem formulation, the place of the theory, methodology, Standard of analysis and presentation. The writers show that an employment contract is vital in the relationship between the employee and the organisation. That a psychological contract is as equally important but is less well known. They further highlight that the psychological contract is highly subjective and contains contracts that are inexplicit, unwritten and not legally binding. They also bring out different reactions from employees when they feel that there has been a broken promise or violation of the contract. They also see the psychological contract as a t useful and important way of understanding an employment relationship and its behavioural effects. The psychological contract has a way of understanding employee well being, attitude and performance and different organisations have different psychological contract and as a result it is essential that people understand how it works.
PSYCHOLOGICAL CONTRACT
The writers look at how the Psychological contract is made. It is good to see the writers highlighting that signals are likely to be sent out to prospective employees at every stage of the selection process with regards to what can be really expected of them. This shows that the contract starts even before employment. When employed, they get information from their work colleagues and continue to shape and reshape the psychological contract. This is supported by De van, (2004) with the reference to Rousseau, 1995; Shore & Tetrick, 1994 "That psychological contract involves employee beliefs about the reciprocal obligations between themselves and their employers. They can be viewed as the foundation of employment relationships". Furthermore, Guest, 1999) suggests that in explaining the connection between HR Practices and employee outcome
This critical review of the article of Briner, B and Conway, N (2006) "Protecting the psychological contract" will briefly consider the problem formulation, the place of the theory, methodology, Standard of analysis and presentation. The writers show that an employment contract is vital in the relationship between the employee and the organisation. That a psychological contract is as equally important but is less well known. They further highlight that the psychological contract is highly subjective and contains contracts that are inexplicit, unwritten and not legally binding. They also bring out different reactions from employees when they feel that there has been a broken promise or violation of the contract. They also see the psychological contract as a t useful and important way of understanding an employment relationship and its behavioural effects. The psychological contract has a way of understanding employee well being, attitude and performance and different organisations have different psychological contract and as a result it is essential that people understand how it works.
PSYCHOLOGICAL CONTRACT
The writers look at how the Psychological contract is made. It is good to see the writers highlighting that signals are likely to be sent out to prospective employees at every stage of the selection process with regards to what can be really expected of them. This shows that the contract starts even before employment. When employed, they get information from their work colleagues and continue to shape and reshape the psychological contract. This is supported by De van, (2004) with the reference to Rousseau, 1995; Shore & Tetrick, 1994 "That psychological contract involves employee beliefs about the reciprocal obligations between themselves and their employers. They can be viewed as the foundation of employment relationships". Furthermore, Guest, 1999) suggests that in explaining the connection between HR Practices and employee outcome
Bibliography: Guest, D. E., Conway, N, Briner, R and Dickman, M (1996) The State of The Psychological Contract In Employment: Issues in people management, Institute of Personnel and development, London. Guest, D. E. (1999) ‘Human Resource Management- the workers ' verdict ', Human Resource Management Journal, 9(3): 5-25. Makin, P, Cooper, C and Cox, C (1996) Organisations and the psychological contract; The British psychology society, Leicester McFarlane Shore, L Wiley and Sons Rousseau, D.M (2000) www.andrew.cmu.edu/user/rousseau/0_reports/PCI.pdf Psychological contract inventory, Technical report Sims, R. R. (1994) Human Resource Management 's Role in clarifying the new psychological contract, Human Resource Management, 33(3), Fall, pp 373-82. Spindler,G. S. (1994) Psychological contracts in the work place: a lawyers view, Human Resource Management, 33(3), pp 325-33. Van, C (2004) http://www.internationalmta.org/Documents/2004/2004024P.pdf Wellin, M (2007) Managing the psychological contract http://www.gowerpub.com/pdf/Managing_the_Psychological_Contract_Ch2.pdf