@article{2018:rogoziskapaweczyk:verbalizat,
title = {Verbalization of the psychological contract in Polish enterprises},
year = {2018},
note = {A psychological contract is an unwritten agreement between an employee
and the employer, an idiosyncratic set of mutual promises,
expectations and undertakings to which an employee and the
organisation are committed (Rousseau 1989). In organizational terms, a
contract defines dynamic relations between an employee and the
employer (Pate 2006), and regulates the behaviours of organisation’s
employees within the framework of changing mutual behaviours,
expectations and promises (Coyle-Shapiro/Shore/Taylor/Tetrick 2004). A
gap between employee’s expectations and the organisational reality
may lead to hard-to-solve conflicts or make employees adjust their
behaviours to organisational values and goals, as long as they are
willing and ready to verbalise their expectations. The verbalisation
of the psychological contract means that the members of an
organisation are ready to reveal their expectations, to confront their
perception of mutual liabilities, and to negotiate them
(Adamska/Retowski 2011). The notion of verbalisation was introduced by
Adamska and Retowski (2011), when they constructed the Verbalisation
Scale of the Psychological Contract for measuring the degree to which
social relations could be described as good or poor. The scale seems
to be the only diagnostic tool for investigating relationships formed
in relation to psychological contracts in the Polish enterprises. This
article seeks to determine the frequency of psychological contracts
being verbalised in Polish organisations (verbalisation of the
psychological contract consists of openness in communication, power
distance and contribution) and measures employers’ and employees’
readiness to express their expectations towards the other party. The
article discusses also how the type of the psychological contract
influences employee’s readiness to verbalise it. The theoretical
underpinning of the article includes the concept of the psychological
contract, the possible types of contracts in organisations
(relational, transactional, balanced) and the significance of its
verbalisation. The conditions that may respectively strengthen or
weaken the readiness to verbalize a contract are also discussed. The
information necessary for the analysis were obtained from the surveys
of 178 representatives of large and medium-sized organisations based
in Poland and of 800 of their employees. The article ends with
conclusions concerning conditions that can either amplify or weaken
one’s readiness to verbalise a psychological contract.},
journal = {JEEMS Journal of East European Management Studies},
pages = {277--294},
author = {Rogozińska-Pawełczyk, Anna},
volume = {23},
number = {2}
}