The Psychological Contract and the Readiness to Verbalize It in Financial Institutions in Poland
A psychological contract is an agreement between the
employer and an employee that covers the parties’ informal and
frequently non-verbalized obligations and expectations towards each
other. The contract is a cognitive pattern-governing employee’s
behaviour in the organization. A gap between employee’s
expectations and the organizational reality may lead to difficult-to-solve
conflicts or cause the employee to modify their behaviour
towards organizational values and goals, if they are willing and ready
to verbalize their expectations. The article discusses psychological contracts in the financial
institutions in Poland. Its theoretical part outlines the types of
psychological contracts in organizations (relational, transactional, and
balanced) and shows the process of their verbalization. The purpose
of the article is to present how the type of the psychological contract
relates to employee’s readiness to verbalize it. The article ends with
conclusions arising from the study.
[1] K. Markiewicz, and M. Wawer, Problemy społeczne we współczesnych
organizacjach. Warszawa: Difin, 2005.
[2] T. Dulac, J.Coyle-Shapiro, D. J. Henderson and S. J. Wayne, ”Not all
responses to breach are the same: The interconnection of social
exchange and psychological contract processes in organizations,”
Academy of Management Journal, vol. 51, 2008, pp. 1079–1096.
[3] M. M.Suazo, W. H.Turnley and R. R. Mai-Dalton, ”Characteristics of
the supervisor-subordinate relationship as predictors of psychological
breach,” Journal of Managerial Issues, vol. 20, 2008, pp. 295–312.
[4] D. M. Rousseau, ”Schema, promise and mutuality: The building blocks
of the psychological contract,” Journal of Occupational Psychology, vol.
74, no. 4, 2001, pp. 511-541.
[5] D. M. Rousseau, ”The individual-organization relationship: The
psychological contract,” in Handbook of industrial/organizational
psychology vol. 3, S. Zedeck Ed. Washington, DC: American
Psychological Association, 2010, pp. 191–220.
[6] R. Schalk and D. M. Rousseau, “Psychological contracts in
Employment,” in Psychological contracts in employment. Cross-national
perspectives,: D. M. Rousseau and R. Schalk Ed., Thousand Oaks: Sage
Publications, Inc., 2000.
[7] P. Stanton, S. Young, T.Bartram and S. G. Leggat, „Singing the same
song: Translating HRM messages across management hierarchies in
Australian hospitals,” International Journal of Human Resource
Management, vol. 21, 2010, pp. 567–581.
[8] D. M. Rousseau, Psychological Contracts in Organizations:
Understanding Written and Unwritten agreements. London: Sage, 1995.
[9] D. Guest, ”Human resource management and performance: Still
searching for some answers,” Human Resource Management Journal,
vol. 21, 2011, pp. 3–13.
[10] J. M. Hiltrop, “The changing psychological contract: the human resource
challenge of the 1990s,” European Management Journal, vol. 13, 1995,
pp. 30.
[11] P. R. Sparrow, “Careers and the Psychological Contract: Understanding
the European Context,” European Journal of Work and Organizational
Psychology, vol. 5, no. 4, 1996, pp. 479-500.
[12] R. D. Pathak, P. S. Budhwar, V. Singh and P. Hannas, ”Best HRM
practices and employees’ psychological outcomes: A study of shipping
companies in Cyprus,” South Asian Journal of Management, vol. 12,
2005, pp. 4.
[13] I. R. McNeil, Relational contract: What we do and what we do not
know, in Wisconsin Law Review, Law School of the University of
Winsconsin, Madison (WI), 1985, pp. 483–525.
[14] P. Herriott, W. Manning and J. Kidd, “The content of the psychological
contract,” British Journal of Management, vol. 8, 1997, pp. 151-162.
[15] A. Rogozińska-Pawełczyk, “Od relacyjnego do transakcyjnego
kontraktu psychologicznego - zmieniający się paradygmat,” Zarządzanie
Zasobami Ludzkimi, vol. 3/4, 2011, pp. 61–77.
[16] D. M. Rousseau, V. T.Ho and G. Greenberg, “Idiosyncratic deals:
Theoretical implications of workers bargaining as individuals,”
Academy of Management Review, 2006, pp. 977-994.
[17] A. Rogozińska-Pawełczyk, „Impact and effects of relational and
transactional psychological contract,” Slovak Scientific Journal
Management: Science and Education, EDIS – vydavateľstvo Žilinskej
university, vol. 1, no.1, 2012, pp. 41-44.
[18] J. Coyle-Shapiro and I. Kessler, “Exploring reciprocity through the lens
of psychological contract: Employees and employer perspectives,”
European Journal of Work and Organizational Psychology, vol. 11,
2002, pp. 69-86.
[19] A. Takleab and S. Taylor, “Aren’t there two parties in the employment
relationship? Antecedents and consequences of organization-employee
agreement on contract obligations and violations,” Journal of
Organizational Behavior, vol. 24, 2003, pp. 585-608.
[20] P. A. Reilly, “Balancing flexibility – meeting interests of employer and
employee,” European Journal of Work and Organizational Psychology,
vol. 7, no. 1, 1998, pp. 7-22.
[21] C. Argyris and D. A. Schön, Organizational Learning, New York:
Addison Wesley Publishing Co., 1996.
[22] P. Herriot, and C. Pemberton, “Facilitating new deal,” Human Resources
Management Journal, vol. 7, 1997, pp. 45-56.
[23] S. Trenholm and A. Jensen, Interpersonal Communication. Belmont:
Wadsworth Publishing Company, 2000.
[24] K. Adamska and S. Retowski, „Verbalization of the psychological
contract: a diagnostic tool,” in Empirical aspects of the psychology of
management M. Lipowski and Z. Nieckarz Ed. Gdynia: Wyższa Szkoła
Administracji i Biznesu, 2012, pp. 58-97.
[25] S. Lester and J. Kickul, “Psychological contracts in the 21st century:
What employees value most and how well organizations are responding
to these expectations,” Human Resource Planning, vol. 24, no. 1, 2001,
pp. 10-21.
[26] G. B. Moskowitz, Zrozumieć siebie i innych. Psychologia poznania
społecznego. Gdańsk: GWP, 2009.
[27] M. Hagedoorn, N. Van Yperen, E. Van de Vliert and B. Buunk,
“Employees’ reactions to problematic events: a circumplex structure of
five categories of responses, and the role of job satisfaction,” Journal of
Organizational Behavior, vol. 20, 1999, pp. 309-321.
[28] G. Hofstede and G. J. Hofstede, Cultures and Organizations. New York:
McGraw-Hill, 2005.
[29] M. L. Knapp and J. A. Hall, Komunikacja niewerbalna w interakcjach
międzyludzkich. Wrocław: Wydawnictwo Astrum, 2000.
[30] J. R. Overbeck, L. Z. Tiedens and S. Brion, “The powerful want to, the
powerless have to: perceived constraint moderates casual attributions,”
European Journal of Social Psychology, vol. 36, 2006, pp. 479-496.
[31] J. Rawls, Teoria sprawiedliwości. Warszawa: PWN, 2009.
[32] J. Greenberg, “Organizational justice: Yesterday, today, and tomorrow,”
Journal of Management, vol. 16, no. 2, 1990, p. 399-432.
[33] L. Lai, D. M. Rousseau and K. T. T. Chang, “Idiosyncratic deals:
Coworkers as interested third parties,” Journal of Applied Psychology,
vol. 94, 2009, pp. 547–556.
[34] S. Hornung, D. M. Rousseau and J. Glaser, “Creating flexibilty through
idiosyncratic deals,” Journal of Applied Psychology, vol. 93, 2008, pp.
655–664.G. O. Young, “Synthetic structure of industrial plastics (Book
style with paper title and editor),” in Plastics, 2nd ed. vol. 3, J. Peters,
Ed. New York: McGraw-Hill, 1964, pp. 15–64.
[1] K. Markiewicz, and M. Wawer, Problemy społeczne we współczesnych
organizacjach. Warszawa: Difin, 2005.
[2] T. Dulac, J.Coyle-Shapiro, D. J. Henderson and S. J. Wayne, ”Not all
responses to breach are the same: The interconnection of social
exchange and psychological contract processes in organizations,”
Academy of Management Journal, vol. 51, 2008, pp. 1079–1096.
[3] M. M.Suazo, W. H.Turnley and R. R. Mai-Dalton, ”Characteristics of
the supervisor-subordinate relationship as predictors of psychological
breach,” Journal of Managerial Issues, vol. 20, 2008, pp. 295–312.
[4] D. M. Rousseau, ”Schema, promise and mutuality: The building blocks
of the psychological contract,” Journal of Occupational Psychology, vol.
74, no. 4, 2001, pp. 511-541.
[5] D. M. Rousseau, ”The individual-organization relationship: The
psychological contract,” in Handbook of industrial/organizational
psychology vol. 3, S. Zedeck Ed. Washington, DC: American
Psychological Association, 2010, pp. 191–220.
[6] R. Schalk and D. M. Rousseau, “Psychological contracts in
Employment,” in Psychological contracts in employment. Cross-national
perspectives,: D. M. Rousseau and R. Schalk Ed., Thousand Oaks: Sage
Publications, Inc., 2000.
[7] P. Stanton, S. Young, T.Bartram and S. G. Leggat, „Singing the same
song: Translating HRM messages across management hierarchies in
Australian hospitals,” International Journal of Human Resource
Management, vol. 21, 2010, pp. 567–581.
[8] D. M. Rousseau, Psychological Contracts in Organizations:
Understanding Written and Unwritten agreements. London: Sage, 1995.
[9] D. Guest, ”Human resource management and performance: Still
searching for some answers,” Human Resource Management Journal,
vol. 21, 2011, pp. 3–13.
[10] J. M. Hiltrop, “The changing psychological contract: the human resource
challenge of the 1990s,” European Management Journal, vol. 13, 1995,
pp. 30.
[11] P. R. Sparrow, “Careers and the Psychological Contract: Understanding
the European Context,” European Journal of Work and Organizational
Psychology, vol. 5, no. 4, 1996, pp. 479-500.
[12] R. D. Pathak, P. S. Budhwar, V. Singh and P. Hannas, ”Best HRM
practices and employees’ psychological outcomes: A study of shipping
companies in Cyprus,” South Asian Journal of Management, vol. 12,
2005, pp. 4.
[13] I. R. McNeil, Relational contract: What we do and what we do not
know, in Wisconsin Law Review, Law School of the University of
Winsconsin, Madison (WI), 1985, pp. 483–525.
[14] P. Herriott, W. Manning and J. Kidd, “The content of the psychological
contract,” British Journal of Management, vol. 8, 1997, pp. 151-162.
[15] A. Rogozińska-Pawełczyk, “Od relacyjnego do transakcyjnego
kontraktu psychologicznego - zmieniający się paradygmat,” Zarządzanie
Zasobami Ludzkimi, vol. 3/4, 2011, pp. 61–77.
[16] D. M. Rousseau, V. T.Ho and G. Greenberg, “Idiosyncratic deals:
Theoretical implications of workers bargaining as individuals,”
Academy of Management Review, 2006, pp. 977-994.
[17] A. Rogozińska-Pawełczyk, „Impact and effects of relational and
transactional psychological contract,” Slovak Scientific Journal
Management: Science and Education, EDIS – vydavateľstvo Žilinskej
university, vol. 1, no.1, 2012, pp. 41-44.
[18] J. Coyle-Shapiro and I. Kessler, “Exploring reciprocity through the lens
of psychological contract: Employees and employer perspectives,”
European Journal of Work and Organizational Psychology, vol. 11,
2002, pp. 69-86.
[19] A. Takleab and S. Taylor, “Aren’t there two parties in the employment
relationship? Antecedents and consequences of organization-employee
agreement on contract obligations and violations,” Journal of
Organizational Behavior, vol. 24, 2003, pp. 585-608.
[20] P. A. Reilly, “Balancing flexibility – meeting interests of employer and
employee,” European Journal of Work and Organizational Psychology,
vol. 7, no. 1, 1998, pp. 7-22.
[21] C. Argyris and D. A. Schön, Organizational Learning, New York:
Addison Wesley Publishing Co., 1996.
[22] P. Herriot, and C. Pemberton, “Facilitating new deal,” Human Resources
Management Journal, vol. 7, 1997, pp. 45-56.
[23] S. Trenholm and A. Jensen, Interpersonal Communication. Belmont:
Wadsworth Publishing Company, 2000.
[24] K. Adamska and S. Retowski, „Verbalization of the psychological
contract: a diagnostic tool,” in Empirical aspects of the psychology of
management M. Lipowski and Z. Nieckarz Ed. Gdynia: Wyższa Szkoła
Administracji i Biznesu, 2012, pp. 58-97.
[25] S. Lester and J. Kickul, “Psychological contracts in the 21st century:
What employees value most and how well organizations are responding
to these expectations,” Human Resource Planning, vol. 24, no. 1, 2001,
pp. 10-21.
[26] G. B. Moskowitz, Zrozumieć siebie i innych. Psychologia poznania
społecznego. Gdańsk: GWP, 2009.
[27] M. Hagedoorn, N. Van Yperen, E. Van de Vliert and B. Buunk,
“Employees’ reactions to problematic events: a circumplex structure of
five categories of responses, and the role of job satisfaction,” Journal of
Organizational Behavior, vol. 20, 1999, pp. 309-321.
[28] G. Hofstede and G. J. Hofstede, Cultures and Organizations. New York:
McGraw-Hill, 2005.
[29] M. L. Knapp and J. A. Hall, Komunikacja niewerbalna w interakcjach
międzyludzkich. Wrocław: Wydawnictwo Astrum, 2000.
[30] J. R. Overbeck, L. Z. Tiedens and S. Brion, “The powerful want to, the
powerless have to: perceived constraint moderates casual attributions,”
European Journal of Social Psychology, vol. 36, 2006, pp. 479-496.
[31] J. Rawls, Teoria sprawiedliwości. Warszawa: PWN, 2009.
[32] J. Greenberg, “Organizational justice: Yesterday, today, and tomorrow,”
Journal of Management, vol. 16, no. 2, 1990, p. 399-432.
[33] L. Lai, D. M. Rousseau and K. T. T. Chang, “Idiosyncratic deals:
Coworkers as interested third parties,” Journal of Applied Psychology,
vol. 94, 2009, pp. 547–556.
[34] S. Hornung, D. M. Rousseau and J. Glaser, “Creating flexibilty through
idiosyncratic deals,” Journal of Applied Psychology, vol. 93, 2008, pp.
655–664.G. O. Young, “Synthetic structure of industrial plastics (Book
style with paper title and editor),” in Plastics, 2nd ed. vol. 3, J. Peters,
Ed. New York: McGraw-Hill, 1964, pp. 15–64.
@article{"International Journal of Business, Human and Social Sciences:71625", author = "Anna Rogozińska-Pawełczyk", title = "The Psychological Contract and the Readiness to Verbalize It in Financial Institutions in Poland", abstract = "A psychological contract is an agreement between the
employer and an employee that covers the parties’ informal and
frequently non-verbalized obligations and expectations towards each
other. The contract is a cognitive pattern-governing employee’s
behaviour in the organization. A gap between employee’s
expectations and the organizational reality may lead to difficult-to-solve
conflicts or cause the employee to modify their behaviour
towards organizational values and goals, if they are willing and ready
to verbalize their expectations. The article discusses psychological contracts in the financial
institutions in Poland. Its theoretical part outlines the types of
psychological contracts in organizations (relational, transactional, and
balanced) and shows the process of their verbalization. The purpose
of the article is to present how the type of the psychological contract
relates to employee’s readiness to verbalize it. The article ends with
conclusions arising from the study.", keywords = "Customer contact staff in banks, employee
expectations, financial institutions, mutual expectations,
psychological contract, verbalization of the psychological contract.", volume = "10", number = "1", pages = "13-6", }
