Supervisor Psychological Contract Management

1. Front Matter

   Pages I-XXX

   PDF

2. Part A

   1. Front Matter

      Pages 13-13

      PDF

   2. Definitions and Related Concepts

      • Maida Petersitzke

      Pages 15-27

   3. Dimensions, Processes and Outcomes

      • Maida Petersitzke

      Pages 29-59

   4. Theoretical Basis of Psychological Contracts

      • Maida Petersitzke

      Pages 61-90

3. Part B

   1. Front Matter

      Pages 91-91

      PDF

   2. An Organisational Perspective on Psychological Contracts

      • Maida Petersitzke

      Pages 93-117

   3. Managing Psychological Contracts through Human Resource Practices

      • Maida Petersitzke

      Pages 119-129

   4. Supervisor Psychological Contract Management

      • Maida Petersitzke

      Pages 131-142

   5. Summary of Literature Review

      • Maida Petersitzke

      Pages 143-148

4. Part C

   1. Front Matter

      Pages 149-149

      PDF

   2. Aims and Hypotheses of the Empirical Study

      • Maida Petersitzke

      Pages 151-175

   3. Method of the Empirical Study

      • Maida Petersitzke

      Pages 177-197

   4. Results

      • Maida Petersitzke

      Pages 199-243

   5. Discussion

      • Maida Petersitzke

      Pages 245-262

5. Part D

   1. Front Matter

      Pages 263-263

      PDF

   2. Conclusions

      • Maida Petersitzke

      Pages 265-288

6. Back Matter

   Pages 289-337

   PDF

The psychological contract describes the employer-employee relationship as an individualised exchange between organisations and their members. This exchange clearly goes beyond what is usually agreed upon in a written work contract and extends into the area of values such as accountability and fairness. News coverage shows us many examples of how management by objectives and pay for performance are not effective in binding managers and employees to the interests of their employers. This is why psychological contracts are such a relevant issue these days. While existing research shows a positive relationship between unbroken psyc- logical contracts and motivation as well as in-role and extra-role behaviours, there has been little interest in the concept from the perspective of strategic human resource management or leadership research. The research presented by Maida Petersitzke focuses on these issues and thereby makes an important and very valuable contribution. After presenting a well-structured and clearly-written overview of existing research and the theoretical basis of psychological contracts – which has rarely been described in detail – the present research focuses on the following two issues: Maida Petersitzke presents a conceptual framework which affords the description of an organisational exchange offer that is sustainable and tied to the human resource strategy. She also provides an empirical study of leadership behaviours that facilitate a positive perception of the psychological contract by employees and thereby generate employee behaviours in the interest of the organisation.

• Maida Uhlmann
• Management
• Mitarbeiterbindung
• Mitarbeiterführung
• Personalstrategie
• behaviour
• four-tier framework

Dr. Maida Petersitzke promovierte bei Prof. Dr. Michel E. Domsch am Lehrstuhl für Personalwesen und Internationales Management der Helmut-Schmidt-Universität/Universität der Bundeswehr Hamburg. Sie ist als Personalreferentin im Bereich Strategische Personalentwicklung bei der Techniker Krankenkasse tätig.

Policies and ethics