A study was conducted to investigate mental health professionals' experience of change in three NHS Trusts in England. The aim was to understand the professionals' experience of change, applying the psychological contract as a sense-making tool using an extended contract model (Guest, 1998; George, 2009). The concept of the psychological contract was first introduced within psychoanalysis (Menninger, 1958) to explain the relationship between client and therapist. The psychological contract has evolved over the years to be applied in occupational settings to explain social exchanges between employees and the organisation (George, 2009). Semi-structured interviews were conducted with 15 mental health professionals from community NHS teams, with one participant from an inpatient ward. A hybrid thematic analysis using inductive and deductive coding was applied to capture both the theoretical framework of the psychological contract and the subjective experiences of the participants. Results revealed that the psychological contract could serve as both a cognitive and emotional sense-making tool of change for participants. Findings also revealed the influence of contextual political and social factors around change in the NHS. Novel findings included mediators in the change process such as participants feeling supported to negotiate psychological contracts and upholding personal and team values. The findings are discussed in terms of clinical implications for managing professionals' experience of change in the NHS.

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Globally competitive businesses have gone through a lot of change over the last few years, even decades. Organisations need to keep abreast with what is happening around them in order for them to reach their strategic targets. Over the past few years, many organisations realised that their most valuable assets are their employees and the knowledge that they possess. The main key to retaining employees is nested in a positive employment relationship. Current organisations, and more specifically mining organisations, are encountering great difficulty in maintaining a positive relationship with their employees; the numerous strikes bearing testimony to this. Some of these strikes lasted for long periods and one even ended in lives being lost. These days, many mining companies find themselves in escalating financial turmoil, due to human capital problems resulting in labour unrest and subsequent inoperativeness. Therefore, establishing and maintaining a positive employment relationship is of cardinal importance in recruiting and retaining quality employees who will give the organisation a competitive edge. One factor that contributes greatly to a positive employment relationship which is conducive towards promoting positive individual and organisational outcomes is the psychological contract. Fulfilment of the psychological contract where employers offer employees opportunities for personal growth, career advancement, and a supportive work environment will lead to employees experiencing job satisfaction, organisational citizenship behaviour and propensity to remain with the organisation. Violation of the psychological contract, however, will lead to discontent, resulting in increased turnover propensity. The way in which employees perceive their own employability might also have an effect on their decision whether or not to stay with the organisation that has violated their psychological contracts. The aim of the study was to investigate the role of the psychological contract and employability in a mining organisation and to determine the outcomes thereof. A quantitative approach was used to gather data. The questionnaires were distributed to employees (N = 205) across all levels within a mining organisation. The measuring instruments used were the Psychological Contract Inventory, Violations of Psychological Contract Questionnaire, Employability Scale, Job Satisfaction Scale, Organisational Citizenship Behaviour Scale and Turnover Intention Scale. Results in Article 1 (Chapter 2) showed that job satisfaction displayed a strong, positive relationship with psychological contract fulfilment and with organisational citizenship behaviour. Job dissatisfaction impacted turnover intention negatively. Furthermore, psychological contract fulfilment had an indirect positive impact on low turnover intention and organisational citizenship behaviour via job satisfaction. Article 2 (Chapter 3) showed that external employability displayed a strong, positive relationship with internal employability; whereas psychological contract violation had a significant positive relationship with turnover intention. It was further found that external employability moderated the relationship between psychological contract violation and turnover intention. / MCom (Labour Relations Management), North-West University, Vaal Triangle Campus, 2014

Globally competitive businesses have gone through a lot of change over the last few years, even decades. Organisations need to keep abreast with what is happening around them in order for them to reach their strategic targets. Over the past few years, many organisations realised that their most valuable assets are their employees and the knowledge that they possess. The main key to retaining employees is nested in a positive employment relationship. Current organisations, and more specifically mining organisations, are encountering great difficulty in maintaining a positive relationship with their employees; the numerous strikes bearing testimony to this. Some of these strikes lasted for long periods and one even ended in lives being lost. These days, many mining companies find themselves in escalating financial turmoil, due to human capital problems resulting in labour unrest and subsequent inoperativeness. Therefore, establishing and maintaining a positive employment relationship is of cardinal importance in recruiting and retaining quality employees who will give the organisation a competitive edge. One factor that contributes greatly to a positive employment relationship which is conducive towards promoting positive individual and organisational outcomes is the psychological contract. Fulfilment of the psychological contract where employers offer employees opportunities for personal growth, career advancement, and a supportive work environment will lead to employees experiencing job satisfaction, organisational citizenship behaviour and propensity to remain with the organisation. Violation of the psychological contract, however, will lead to discontent, resulting in increased turnover propensity. The way in which employees perceive their own employability might also have an effect on their decision whether or not to stay with the organisation that has violated their psychological contracts. The aim of the study was to investigate the role of the psychological contract and employability in a mining organisation and to determine the outcomes thereof. A quantitative approach was used to gather data. The questionnaires were distributed to employees (N = 205) across all levels within a mining organisation. The measuring instruments used were the Psychological Contract Inventory, Violations of Psychological Contract Questionnaire, Employability Scale, Job Satisfaction Scale, Organisational Citizenship Behaviour Scale and Turnover Intention Scale. Results in Article 1 (Chapter 2) showed that job satisfaction displayed a strong, positive relationship with psychological contract fulfilment and with organisational citizenship behaviour. Job dissatisfaction impacted turnover intention negatively. Furthermore, psychological contract fulfilment had an indirect positive impact on low turnover intention and organisational citizenship behaviour via job satisfaction. Article 2 (Chapter 3) showed that external employability displayed a strong, positive relationship with internal employability; whereas psychological contract violation had a significant positive relationship with turnover intention. It was further found that external employability moderated the relationship between psychological contract violation and turnover intention. / MCom (Labour Relations Management), North-West University, Vaal Triangle Campus, 2014

Third sector organisations (TSOs) have been operating in a turbulent environment of social, political and economic changes, presenting challenges to their continued activities. The volunteer workforce, as a key component of TSOs’ human resource, has long been considered crucial for the sector. Despite this acknowledgement, existing research suggests that TSOs have not effectively managed and supported their volunteer workforce in order to sustain development. There are claims for TSOs to place volunteer management (VM) onto a strategic level, and it is considered crucial for TSO managers, CEOs and volunteer coordinators (VCs) to achieve sustainable organisational development through the strategic planning and implementation of VM practices. However, existing research has focussed more on articulating volunteer motives; and little attention has been paid to considering the ways in which individual perspectives influence effective VM. This study addressed the gap by exploring key players’ (CEO, VC and volunteer) perceptions of the policies, practices and processes used to attract, engage and retain volunteers in small to medium Scottish TSOs. It aimed to provide insights into the importance of strategic VM in sustaining TSO performance and in understanding the crucial role of VCs, through unfolding the processes of making and fulfilling individual volunteer psychological contracts (VPCs). Three case studies were carried out within three Scottish TSOs; in-depth qualitative interviews were conducted with participants occupying different roles, CEO (n=3), VC (n=5) and volunteers (n=16). Supplementary data were obtained through documentary study of VM policies and practices. Data collection was guided by a conceptual framework developed by embedding the Resource Based View (RBV) of HRM and HR devolution to the Line into the process of making and fulfilling the psychological contract. Results support the claim that TSOs would benefit from more strategic management of their volunteer workforce as a competitive resource. Examining VM through the lens of the VPC provided empirical evidence to confirm that it is crucial to engage and retain volunteers by shaping their expectations and motives within the TSO, and thus ensure more sustainable TSO performance. The results further support the salient role of VC as volunteer line manager, in attracting, engaging and retaining volunteers through effective VM implementation. In arriving at these results, this research has extended the theoretical debate on the importance of strategic HR management and the key role that line managers can play in achieving this beyond the more dominant private sector focus.

La fonction publique française a mis en place depuis plusieurs années des initiatives de rémunération des agents publics en fonction de leurs performances. Le bilan mitigé de ces initiatives invite à questionner à la fois les effets recherchés (critères de performance) mais également les processus et les outils d’estimation de cette performance (politiques, évaluation, outils, etc.). Le constat le plus prégnant transparaît dans l’absence d’impact motivationnel des rémunérations basées sur la performance. Dans ce contexte, notre recherche vise à étendre le concept de rémunération au concept de rétribution globale orienté vers la performance, et incluant des éléments de rétributions extrinsèque et intrinsèque. Nous mobilisons le cadre d’analyse du contrat psychologique pour appréhender les effets de la rétribution globale sur les attitudes des agents territoriaux, en appréhendant les attentes implicites et les perceptions de réalisation du contrat psychologique dans le cadre de la dyade managers-collaborateurs. Nos principaux résultats confirment l’impact faible de la rémunération extrinsèque sur la performance individuelle des agents capturée par leurs attitudes. Ils montrent, a contrario, l’importance de la rémunération intrinsèque en termes de motivation, d’implication et de satisfaction. Ainsi, la rétribution extrinsèque et la rétribution intrinsèque doivent faire l’objet d’une stratégie globale, pensée par l’organisation et ses décideurs, autour d’un panachage approprié de rétribution extrinsèque et de rétribution intrinsèque en fonction des caractéristiques de l’organisation territoriale considérée. / The French public sector has implemented for several years some policies aiming to reward public employees regarding to their performance. The mixed results of these initiatives led to question the relevancy of the pursued objectives (performance criteria) as well as the relevancy of the process and of the tools used for evaluating employee performance (policies, evaluation, tools, and so on). One of the most important results is probably the absence of a motivational impact of a performance-based remuneration. In this regard, our research aims to extend the concept of performance-based remuneration to the concept of total reward, including extrinsic and intrinsic rewards. We select the “psychological contract” framework of analysis to understand the impact of a total reward, within French local organizations, on public employees’ attitudes. We especially collect employees’ implicit expectations and perceptions for understanding the realization of the “psychological contract” and its impacts on the dyad employee-manager. Our results confirm the limited impact of extrinsic rewards for enhancing employee performance, captured through their attitudes. They show, on the contrary, the importance of intrinsic rewards for employee attractiveness and loyalty. We conclude that extrinsic and intrinsic rewards should be carefully combined by managers within a global and planned rewarding strategy appropriate to each local organization’s characteristics.

Ce travail s'inscrit dans la recherche des limites du champ d'application de I'intelligence économique. Par une construction théorique puis pratique, I'auteur cherche à démontrer l'existence de l'intelligence économique interne. Pour construire la thèse défendue et la question de recherche, I'auteur utilise la méthode MERISE, basée sur la systémique, qui permet de modéliser les trois niveaux (physique, logique, conceptuel) et les liens existants. En partant des faits, il obtient par approches successives les éléments académiques (confiance, éthique, stratégie, intelligence économique, liens au sein des organisations) permettant de schématiser les niveaux conceptuel et logique. Après étude de ces éléments, il dresse un nouveau schéma et indique la thèse défendue et la question de recherche. Pour répondre à la question de recherche, l'auteur convoque les Lois de Greene et cherche à relever ces Lois à travers les signatures de leurs emplois. Cette étude de terrain est réalisée sur un échantillon de convenance de dix personnes. Cette recherche valide l'existence de l'intelligence économique interne. Elle fait aussi apparaître la situation d'intelligence économique observée. Enfin, le chemin emprunté pour la réaliser met aussi en avant une réflexion sur le positionnement éthique pour l'intelligence économique. / This work is part of the search for limits of the scope of economic intelligence. By a theoretical and then practical construction, the author seeks to demonstrate the existence of internal economic intelligence.To construct the defended thesis and the research question, the author uses the method MERISE, based on the system, which allows to model the three levels of the physical, logical, conceptual) and the existing links. On the basis of the facts, it obtains by successive approaches the academic elements (trust, ethics, strategy, economic intelligence, links within the organizations) making it possible to schematize the conceptual and logical levels. After studying these elements, he draws up a new scheme and indicates the thesis defended and the research question.To answer the research question, the author convenes Greene's Laws and seeks to raise these Laws through the signatures of their jobs. This field study is carried out on a sample of convenience of ten people. This research validates the existence of internal economic intelligence. It also reveals the observed economic intelligence situation. Finally, the path taken to realize it also puts forward a reflection on the ethical positioning for economic intelligence.

Stress inside and outside of work affects employee productivity. In 2013, the estimated impact of employee absenteeism on U.S. businesses was $225 billion per year through reduced efficiency, overtime wages, fixed fringe benefits, and the cost of replacement employees. Based on the social exchange theory and the theory of planned behavior, the purpose of this qualitative single case study was to explore the strategies that HR leaders in a single organization used to reduce employee disengagement caused by stress. Using semistructured interviews, data were collected from 12 HR leaders and line managers within a single healthcare organization in eastern Tennessee. Member checking and validations using organization records assured the credibility and reliability of the interpretations and findings. Using the thematic analysis approach, 4 themes emerged, (a) integration of employee engagement practices into culture and business processes, (b) providing managers with the job resources they need to lead staff, (c) being transparent and honest in communications, and (d) relying on supportive supervisor behavior to mitigate employee stress. A mission-driven and values-based organization culture served as the foundation for implementing these individual strategies. These findings could contribute to social change by helping organizations reduce stress in the workplace, improve employee wellbeing, and reduce individuals' risk of morbidity and mortality caused by stress, leading to a reduction in healthcare costs for communities.

As a result of the passage of the Affordable Care Act, the behavioral healthcare field is experiencing an increased demand for services. This increase is based on the availability of healthcare coverage to an estimated 13.4 million previously uninsured individuals. To meet this demand for treatment, the workforce of behavioral health therapists must grow. The largest generation entering the workforce, the Millennial Generation - those born after 1980 - is believed to lack commitment to their employers, frequently vacating their positions for the next best offer. The purpose of this case study was to determine factors that both affect retention and contribute to employee turnover among Millennial behavioral health therapists, in the hope of identifying approaches for retaining them in not-for-profit organizations. This exploration used Rousseau's psychological contract theory as the theoretical lens. Secondary data from academic literature, public media, and published surveys were collected and analyzed using open coding to identify patterns and trends. Key variables influencing retention were parity in compensation, organizational culture, the opportunity to advance careers, and make a difference in the community. The implications for social change include informing policy makers and organizational leaders in behavioral healthcare about developing creative methods to increase retention. Recommendations include employer evaluation and improvement in their organizational culture and quality of relationships with their employees. The implementation of these recommendations could result in improved client outcomes, fiscal integrity, and organizational continuity.

本研究的目的在於： 一、了解不同背景變項之教師兼職行政人員在心理契約各構面差異情形 二、探討不同背景變項之教師兼職行政人員在情緒勞務各構面差異情形 三、探討不同背景變項之教師兼職行政人員在辭卸兼職傾向之差異分析 四、探討教師兼職行政人員心理契約、情緒勞務與辭卸兼職傾向三者間 的關係 最後根據研究結果分析、討論、提出建議，最為主管機關、學校領導者、教師兼職行政人員及後續研究者之參考。 依研究需要，本研究使「心理契約實踐量表」、「情緒勞務負擔量表」、「辭卸兼職傾向量表」等三種研究工具。以大台北區公立國民中學教師兼職行政人員為問卷調查對象。共抽取57所公立國民中學818名教師兼職行政人員為施測樣本，自99年11月18日發出問卷818份，至99年12月3日止，共回收612份，可用問卷596份，問卷回收率為74.8％，可用率為72.9％。正式問卷回收後，以描述統計、獨立樣本t 考驗、單因子變異數分析、Pearson 積差相關、及逐步多元迴歸等統計方法分析資料。 經研究結果發現： 一、教師兼職行政人員的「心理契約」在擔任職務方面有顯著的差異。 二、教師兼職行政人員的「情緒勞務」在擔任職務及學歷方面有顯著的差異。三、教師兼職行政人員的「辭卸兼職傾向」在不同行政年資上有顯著差異。四、心理契約對辭卸兼職傾向無直接影響力 五、心理契約透過情緒勞務，可預測辭卸兼職傾向 六、情緒勞務對辭卸兼職傾向之預測力主要來自表層的情緒控制 關鍵詞：心理契約、情緒勞務、辭卸兼職傾向 / The main purposes of the research are: 1.To understand the differences of the teachers that serve the administrative work concurrently with various background factors in psychological contract. 2.To investigate the differences of the teachers that serve the administrative work concurrently with various background factors in emotional labor. 3.To explore the differences of the teachers that serve the administrative work concurrently with various background factors in turnover intention. 4.To probe into the relationship among psychological contract, emotional labor and turnover intention of the teachers that serve the administrative work concurrently. Finally, the analysis and the discussion will be given as suggestions to the controlling organization, school leaders, administrators and the future researchers. Based on the need of the research, three kinds of research tools are established: psychological contract fulfillment questionnaire, emotional labor questionnaire and turnover intention questionnaire. The survey focuses on Taipei junior high school teachers that serve the administrative work concurrently. Among the teachers, 818 teachers were sampled from 57 schools. On November 18, 2010, 818 questionnaires were issued and 612 questionnaires were collected on December 3. There were 596 available questionnaires. The questionnaire returns-ratio is 74.8％ and the availability is 72.9％. The data is statistically analyzed by descriptive statistics, T-test, Pearson product-moment Correlations, one-way ANOVA and regression analysis. The findings of this research are as follows: 1.Psychological contract of the teachers that serve the administrative work concurrently is positively correlated with their positions. 2.Emotional labor of the teachers that serve the administrative work concurrently is positively correlated with their positions and academic degrees. 3.Turnover intention of the teachers that serve the administrative work concurrently is positively correlated with administrative seniority. 4.Psychological contract has vaguely direct influence on turnover intention. 5.Turnover intention can be predictable by psychological contract via emotional labor. 6.The prediction of turnover intention via emotional labor is attributed to surface emotional control. Keywords: psychological contract；emotional labor； turnover intention