Psychological Contract in the Contemporary Organisation Essay Example for Free

Psychological Contract in the Contemporary Organisation Essay Every human being is an unique individual. This is an undeniable fact, thus organisations have to explore the various antecedences of the psychological contracts between employees and the organisation. Employees have different perceptions and thinking over the concept of psychological contracts. Generation Y is slowly filling up the positions in contemporary organisations. Therefore, what are the influencers revolve around this power craving group of people? Research has concluded that employees and employers have different perceptions on job support and resources (Attridge 2009, 392; Kahn 1990, 708) and even job satisfaction (McShane and Travaglione 2007, 180). Employee disengagement has been occurring more and more often nowadays (Bates 2004, 44). Employee engagement is closely linked with the result of the organisation (Medlin and Green 2009, 948; Harter, Schmidt and Killham 2003, 27), where employee disengagement may cause unsatisfactory employee achievement; leading to undesirable organisational advancement and financial development. Because of these, organisations should examine the psychological contracts between them and the employees, especially that of the Generation Y. Psychological Contracts Ppsychological contract is defined as ones beliefs about shared responsibilities and commitments in the framework of the relationship between employees and the organization (Robert, Kristie and Kathryn 2010, 220). Cyril (2004, 1) mentioned that psychological contracts are the employees’ mindset about what they look forward to from the organization and what they feel they should commit to the organization. The psychological contracts emphasize more on the relationship between an employee and employer as a whole rather than traditional compensation issues (Robert, Kristie and Kathryn 2010, 220). The concepts of the psychological contract are commitments particularly based on perceived obligations by the others (Robert, Kristie and Kathryn 2010, 220). Whether well expressed or not, the perceived obligations create commitment and responsibility that must be executed for the contract to be affirmed (Robert, Kristie and Kathryn 2010, 220). For instance, the organization making use of a relational psychological contract is responsible to account for the individual fairly, provide hazard free working conditions, allow employees justifiable personal time, and provide adequate materials to accomplish their job. On the contrary, the employee is responsible to accomplish given tasks, display a positive attitude, boost the reputation of the company, and abide corporate policy (Robert, Kristie and Kathryn 2010, 220). Given so, these obligations do not only encompass on the quantity of work is to be carried out for a certain amount of pay, but also draw in the whole pattern of rights, privileges, and obligations between employee and organisation (Mario Pepur, Sandra Pepur, and Dr. Ljiljana Viducic 2010, 231). For instance, after serving the company for a number of years, the employee may expect the company not to fire him and similarly, the company may expect that the worker not to tarnish company’s reputation or leak out confidential secrets to rival companies(Mario Pepur, Sandra Pepur, and Dr.  Ljiljana Viducic 2010, 231). Expectations as such are not transcribed into contractual agreement between employees and organisation, yet they work as power determinants of behaviour (Mario Pepur, Sandra Pepur, and Dr. Ljiljana Viducic 2010, 231). Literature Review No doubt, the theory on psychological was established in the 1960 by Argyris (Cyril 2004, 1), it is still highly applicable in today’s context. Rothbard’s (2001, 656) empirical study shows that there is a relationship between psychological contracts and employee engagement. Rothbard (2001, 656) mentioned that attention is the psychological presence and the time spent by the employee contemplating about his responsibilities at work, while absorption is concerned with the affection of employee to put emphasis on the responsibilities on duties. It is believed that the psychological contract is generally an appropriate and impactful construct that can aid explain, and inform effective management of, contemporary academic work performance and workplace relations (Grant, Branka and David 2010, 6). The psychological contract can help both employee and employer to gain awareness on contemporary employment relationships; indeed, it has been debated that perceived obligations within the psychological contract are usually more vital to work related attitudes and behaviour than are the official and explicit elements of contractual acknowledgement (Grant, Branka and David 2010, 6-7). Employees trust that the employer has the obligations to facilitate them the following: career advancement, incremental salary, alary based on the current working efficiency, upgrading, safe long-term employment, opportunities to build their career as well as support in case personal problems occur (Mario, Sandra and Dr. Ljiljana 2010, 233). On the other hand, the employees believe that they have the following obligations towards their employer: working overtime, staying loyal, taking initiative to take up new responsibilities at work, providing a beforehand notice when taking another position, be ready for transfer, rejecting support to rivalry, protecting confidential company information, spending a minimum of two years doing the routine (Mario, Sandra and Dr.  Ljiljana 2010, 233). Many studies indicated that personal and psychological factors have significant influence on employees, including biological factors and the work attitudes of employees (Hung-Wen 2010, 92). Hung-Wen (2010, 92) mentioned that Yu suggested work attitude is the level of organizational identification, the levels of involvements in current jobs and overall job satisfaction. Therefore, this research explains job satisfaction and work involvement as its two variables (Hung-Wen 2010, 92). Job Satisfaction Job satisfaction is an assessment of the work and job context by employees (McShane and Travaglione 2007, 116; Spector 1997, 2). Little and Little (2006, 115) deemed job satisfaction as an enjoyable experience or positive emotional condition . They agreed with the research done by Kreitner Kinicki in 2004 that job satisfaction is associated with job involvement, organizational behaviours and commitment (Little and Little 2006, 115). In an adverse effect, it is also associated with turnover and stress. Similarly, experimental studies on 7,939 business units in 36 organizations find out that job satisfaction concludes employee engagement, and are forecasting organisation progression (Harter, Schmidt and Hayes 2002, 268). The extended studies by Harter, Schmidt and Hayes (2002, 268) states that it is crucial to constantly stress on the degree of employee engagement and contented and happy employees would be very much motivated in the organisation (McShane and Travaglione 2007, 180). Poornima (2009, 35) has given a hypothesis that statistically, there is a strong relationship between age and difference between expectation and fulfillment levels of employees with regard to monetary and non-monetary compensation practices followed by the organizations (Poornima 2009, 35). The result shown that those aged between 25to28 are not responding positively to monetary motivation. Research shown 85% of the young people want progressive management to inspire them and 52% of them think that the managers are not helping in their development (Robin 2007, 34). Kim (2007, 154) agrees with (Henry 2006, 11) that Generation Y is motivated by the chances to grow and develop, thus they welcome comments and feedback. Therefore, Generation Y would expect organisation to enrol them with training and development program, as well as providing them with feedback for improvement. Failing to do so, goal is not achieved, thus motivation of Generation Y decrease. With that, these create job dissatisfaction in Generation Y. Taking consideration of Poomima and Kim’s studies, Generation Y is a group of people who are more intrinsically driven rather than monetarily motivated. Work Involvement In today’s context, organisation should anticipate expectations of their employees through their psychological contracts if they want to gain their loyalty (Mario, Sandra and Dr. Ljiljana 2010, 236). Mario, Sandra and Dr. Ljiljana (2010, 236) agrees to Rousseau that the main difference between new and old psychological contracts lies in the lack of job security. She proves this by quoting an employee of a telecommunication company who says that: It used to be that working for the company meant being part of a family (Mario, Sandra and Dr. Ljiljana 2010, 236). As organisation moves towards the modern era, the younger generations are beginning to fill up most of the positions. Tulgan (2009, 3) shared that Generation Y is so far the hardest generation to manage. While organisation expects employee to stay loyal to the company, Generation Y, a group with high expectation and believe in their capability tends to switch jobs to satisfy their hunger for fast career advancement (Tulgan 2009, 3). Another contributing factor to the frequent job switch is the Generation Y’s expectation; they are constantly looking out for jobs that provide training (Sue and David 2008, 368). Sara and Ans (2010, 256) have come up with two hypothesizes. â€Å"The level of careerism will be emphatically related with psychological contract expectations in account of job description, employment development, training, and monetary rewards. The level of careerism will be cynically related with psychological contract expectations in account of social environment, work-life balance, and employment assurance† (Sara and Ans 2010, 256). The first hypothesis does make sense as the three factors mentioned act as a motivator to increase the level of careerism. However, the second hypothesis is countered by the research of Sue and David (2008, 368) which points out that â€Å"although Generation Y has a desire for defined goals and managerial reinforcement in what is to be done, they also crave for autonomy and flexibility in decision making process. Furthermore, despite being autonomous, they are viewed as being emotionally needy and consequently, continuously looking for acknowledgement and commendation. In terms of work, they are power thirst. However, they do look upon work life balance and if given a choice will choose family and friends rather than work†. Evaluation Given the unique characteristics of Generation Y, it is difficult for the organization to determine their psychological contract with the organization, thus making it a challenge for the organization to come up with strategies to motivate and retain these â€Å"potential job switchers†. Demanding for power in workplace, yet craving for work life balances; organizations have to come up with plan to satisfy these employees before they can be aligned and work towards the same goal. Event such as Bring Your Child to Work promotes work life balance yet not disrupting the normal working procedure. Organizations can consider such event to strike a balance for the employees. Employee disengagement is one of the crucial explanations for organization turnover. With this getting more and more common in the organization (Pech and Slade 2006, 22), management should seek to understand the reasons behind the dissatisfaction and explore the psychological contract between them and the employees to reduce the possible unhappiness, thus creating a conducive work environment. Conclusion The concept of psychological contracts is characterised by dynamic features. They are continuously adjusted to new trends in the working environment. A triumphant resolution to the productive handling of employee engagement kicks off with recognition of the uniqueness of each employee. Accessing the factors influencing their needs and perception after presuming that employees are engaged is an fallacious way and is not very much encouraged. Psychological contracts can encompass various areas such as work involvement and job satisfaction. However, psychological contracts involve many other factors. For instance, human resource practices such as employees’ relation and welfare, training and development, and compensation and benefits (Saks 2006, 613). Therefore, effective understanding of psychological contracts would require organisations to contemplate the perception of individual employees towards the influencing variables. Franking speaking, how many organisations are prepared to go for the extra mile for the employees? Even though the organizations may acknowledge the significance of psychological contracts, it is intricate to get to a mutual understanding for both the organisation and employee. Organisations may only see the link between the understandings of psychological contracts in both aspects with beneficiary outcomes as a theoretical model, thus are not convinced that their employees can make it happen. Every employee is unique. They have different needs and perceptions in terms of psychological contracts with the organisation, which may also change over time. This would also mean that the organizations have to take into consideration of the incalculable factors catering to the different employees. Is this cost and time efficient? Management would rather spend the time on the operations and focus on the visible and instant results. Nevertheless, there are organizations that are still prepared to spend their effort working on psychological aspect in employees. Personally, I feel that understanding of psychological contract is essential to organization success. However, it is very much reliant on the distribution of time, effort and loyalty of the organizations to form a successful understanding and alignment of the psychological contracts between themselves and their employees.

Music Censorship is Not Needed Essay -- Argumentative Persuasive Essay

Music Censorship is Not Needed    Marilyn Manson. Eminem. Limp Bizkit. Rammstein. All of these musical artists have been under fire in the past few years by government officials, the media, and activist groups. Supposedly, their music conveys too violent of a message. The sounds and words these artists have so carefully crafted have been targeted as the cause for violent acts, especially by young people. For example, Columbine shooters Eric Harris and Dylan Klebold idolized German industrial bands such as Rammstein and KMFDM, as well as American shock rocker, Marilyn Manson. The public has been quick to blame these musicians for violence in the United States. People are calling for government regulations in the form of ratings, warnings, edited material, and even bans on such allegedly offensive music. But how far is too far? Should the government regulate what should rightfully be the responsibility - and the right - of parents or guardians?    It cannot be denied that there is an excess of violence in today's music. Eminem raps about spousal abuse and murder sprees, Marilyn Manson sings of anarchy, drugs, and atheism, and Limp Bizkit urges fans to "break stuff." Some critics argue that fans will take these words seriously, and act out on the urging of their beloved artists. However, if listeners aren't mature enough to know the difference between the fictional world these lyrics invoke, and the reality that they personally live in, perhaps they aren't mature enough to listen to it. If a young person seriously believes in the message he or she hears, perhaps it is because the parents have not done a sound job of teaching the difference between fiction and reality, between right and wrong. Too man... ...or what it is - entertainment, and not be taken so seriously as people try to make it. Music, be it rap, alternative, country, or bubble gum pop, is merely another form of expression. If you don't like what you hear, don't want your children exposed to it, or are offended by it, just turn it off. Thousands of people have attended concerts by the most hated artists in America. Millions watch Marilyn Manson prance about in music videos. Yet, the general majority of the population is not inspired to murder innocent people. Teens that are depressed, troubled, or rejected and taunted by their peers need to get help before they let their warped sense of fantasy and reality mix too far. Don't deprive more mature listeners all because it's something that frightens you. Music may be a huge influence, but it cannot be blamed for all of society's problems.      

Ebay Culture Essay

What is organizational culture? This indefinable combination of values, beliefs, and practice that a corporation posses, which makes the difference between surviving and thriving, succeeding and failing. Most large corporations typically have a strong culture with values and norms appropriate to the organizational purpose. In a big organization, sub-cultures also exist, division to division, office to office. In this part of this group assignment I will describe the organizational culture of one of the most famous internet companies in the world, which is also the largest marketplace in the internet – EBay. Many articles and books have been written in recent years about culture in organizations, usually referred to as â€Å"Corporate Culture. † The dictionary defines culture as â€Å"the act of developing intellectual and moral faculties, especially through education. This paper will use a slightly different definition of culture: â€Å"the moral, social, and behavioral norms of an organization based on the beliefs, attitudes, and priorities of its internal community. Every organization has its own unique culture or value set. The culture of the organization is typically created unconsciously, based on the values of the top management or the founders of an organization. Organizational culture has been defined as â€Å"a pattern of basic assumptions, values, or beliefs and norms of behavior. According to O’Reilly, organizational culture defined as the values shared by members of an organization. These basic values may be thought of as internalized normative beliefs that can guide behavior inside an organization. If organizational culture is developed as an organization learns to deal with the dual problems of both external adaptation and internal integration, then values that enhance the organization’s capability in these two functions should be useful for it. To the extent that members of an organization share the same sets of values, thought processes, and languages, they will have similar mind-sets and behaviors as they integrate their efforts inside the organization and adapt to environmental changes. Research has documented a variety of outcomes that are related to organizational culture. For example, organizational culture has been found to relate to organization growth and organization performance. Other studies have shown that its effect can be observed directly at the individual level, in outcomes such as commitment, resource allocation decisions, retention, and perceived attractiveness of an organization. Given the dramatic changes in both the external environment and the internal structure of worldwide organizations, organizations that emphasize cultural values that relate to external adaptation and internal integration should be more effective than those that do not. The character of any corporation or an organization characterized by set of values and principles by which the founders and the upper management run the company from its creation when it’s really begin to become part of the DNA of the company. I believe that companies form culture very early on and they get imprinted very early on with a sense of right and wrong. And it starts from the top. It started with the CFO, the President, and CEO. According to Whitman, sis he had innate sense that they needed at EBay to establish very early on what the code of behavior was going to be, what the code of ethics would be. EBay’s internal company culture was very dominant and strong. Even though its culture had great influence of its member’s behavior, the culture encourages its members to feel more commitment. Employees were expected to be open and honest, to treat one another with respect, and to speak up if they believed they were not being treated in this manner. EBay functioned as being a nonhierarchical, democratic organization that encouraged ideas and feedback from all employees. The culture at eBay characterized as being open and low risk, where employees were encouraged to express their opinions despite their different points of view. Mistakes were acceptable, but employees were encouraged to truly learn from them. According to Whitman, unlike other companies where different views and opinions from the senior management were barely heard , at EBay they do not have â€Å"punishes† attitude, meaning that there is no penalty for being on the wrong side of an issue or changing your mind in the face of better information. If an employee`s point of view contradict with his/her colleague when you end up convinced to be wrong, the culture is to appreciate your opinion and at the same time to come with the approach of: â€Å"ok? hat’s smart. You’re right. Let’s move on. † In addition, As role models, senior managers had to act with a high degree of professionalism and respect. EBay does not encourage people who scream loud or pound the tables. At EBay, it’s pretty even-keeled culture. Sustaining its culture provide a better understanding of the strength of the culture. As EBay grew , in order to conserve the unique internal culture of the organization, EBay made sure it hires only individuals who fit with the culture of the organization. In order to emphasize the importance of its culture, EBay`s CEO Meg Whitman, met with new candidates and describe eBay’s values and to set expectations for how each employee would support and contribute to the company’s culture. According to EBay founder Pierre Omidyar, experience was not the only quality they were looking in potential applicants, but for someone who really understands the significance of its both internal and external communities and that person should express its most respect to these communities. Moreover, measuring the community and organization very often represents a major challenge in terms of being sure the values and culture of EBay are being communicated correctly. Therefore, on the organizational side, they had to be sure they were hiring quality employees who fit with the culture; they could not afford to let that slip. Even though most well establish cultures resist changes, EBay was able to accept changes within its upper management and the way it works. For example, when Whitman arrived EBay she tried to make some changes because she felt they were needed the way the company goes and in order to adapt to these new changes. An example would be her trying to set up these meetings, but no one had a calendar. According to Whitman, at EBay this was a culture where appointments were not needed because of its small size – there were only 35 people at the company. So she laid out a calendar and asked people to sign up for appointments. She did not appreciate the feedback; the employees did not like the changes. What ended up happening was that the employees who had previously worked in big companies signed up for multiple meetings, and the people who had worked primarily in start-ups didn’t sign up at all. Furthermore, EBay`s culture was designed to mirror its external community culture. Very important element of EBay`s culture is a respect for its community. It goes far beyond â€Å"the customer is always right† because eBay wouldn’t exist if it weren’t for its community The meetings helped Whitman realize just how special the chemistry was between eBay’s internal and external communities. EBay’s internal culture mirrored many of the characteristics of its external community culture in tangible ways: they were empowered to develop recommendations, and the company employed a nonhierarchical, team-based approach to problem solving. According to Omidyar this configuration was so important: Internally, EBay had to share the same values as their community because they indirectly influence the community in everything they do. Everything EBay put on the Web site, every press release, every utterance to the press, every corporate action, every deal, every partnership that happens in any part of the organization eventually trickles down to the community. EBay rely on all of its executives and then their managers to continue to communicate the culture. The message should trickle down to the very last employee, so that everyone really understands what we’re about and what our values are. EBay also encourage its employees to call the upper management if we’re doing something that is not quite right. EBay empowered everyone to be a guardian of the culture – everyone.

Impetuosity Essay example - 1130 Words

Impetuosity Impetuosity is a tragic flaw that affects characters and their actions. This flaw within a character will ultimately cause the death of the protagonist. Write an essay in which hasty decisions or actions result in the final tragedy of the play. Definition Impetuosity means acting without thinking about the consequences. A few of the characters in the play ‘Romeo and Juliet’ demonstrate this characteristic through the things they do and say. The most prominent characters that show this trait are Romeo, Juliet, Lord Capulet, and Friar Lawrence. Romeo The essay shall start by talking about Romeo. As soon as Romeo meets†¦show more content†¦Another impetuous action made by Romeo was the killing of Tybalt and Paris. These two murders, although he was provoked, were committed by Romeo on impulse. He did this without thinking about the consequences. Romeo did this because Tybalt had just murdered Mercutio, while Romeo was trying to prevent it. Romeo was therefore furious and enraged, and so killed Tybalt to balance the scales. The same happened with County Paris. Paris said a few things that Romeo didn’t like very much, and so because he was so focused on what he was going to do, which was to lie next to Juliet, he would stop at nothing, least of all Paris trying to protect Juliet, and so challenged him to a fight. He was not thinking about the risks involved, such as someone appearing from around the corner, and discovering them fighting. Not only that, but he is doing the one thing that he banished for. Admittedly , Romeo wasn’t thinking about these things because he had just been told that his wife was dead, and even if someone had found him, he would have been executed for coming back, which is what he was planning to do, as he was going to commit suicide anyway. 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