Under the current economic and social context, it is of great importance for organizations to manage the psychological contract adequately, that is, to manage the set of beliefs and expectations that are interchanged between the person and the organization. This study explores which are the spaces in which the psychological contract develops and how is it managed inside a multinational firm of the food sector in Spain, looking for those deal packages tendered by the organization and their level of fairness across workers. We chose to conduct a qualitative methodology that follows a case study design. We held semi-structured interviews to fourteen agents at different levels of the organization: HR technical staff members, managers and workers. The analysis of their contents revealed differences between those levels in terms of their perception about the management of the psychological contract. Two issues stemmed out: the lack of internal fairness embedded in the personalized tender deals when drafting personnel; and the lack of managerial training of managers who are directly responsible for the psychological contract.
|Publication status||Published - 1 Jan 2016|
- Packaged deals
- Personalized deals
- Psychological contract
- Talent management