Prevention is better than governance, especially when dealing with people who have bad intentions about the organization's mistakes. HR who knows how to manage the psychological contract is based on trust and commitment, and uses the following methods to minimize the risk of psychological contract breakdown.
1.A sound psychological contract is an organization's commitment that aims to develop a relationship of trust between managers and employees, as well as the communication and integrity needed to facilitate that trust.
2.People communicate psychological contracts through oral discussions, written documents, or organizational practices. Managers should recognize that when they discuss employee or managerial responsibilities, they are always setting an example and shaping expectations.
3.Ensure that the interviewer should provide consistent information to new hires and align all people and things that affect contractual expectations, including senior management, HR managers, direct supervisors, mentors, colleagues, personnel policies and announcements, etc.
4.For many employees, the intrinsic dimensions of the psychological contract (e.g., open communication, management help, challenging and interesting work discussions, and employee compensation) are equally important and should be managed with the interviewee.
5.Hiring should be done with a preview of real jobs so that new hires can have accurate expectations. No one exaggerates the quality of a job or organization just to attract employees, because once the "East Window Incident" happens, employees will feel completely disillusioned and leave the organization.
6.Promises should be clearly recorded, as verbal promises can easily be forgotten or confused: this problem is exacerbated when the boss makes a change without leaving a record, and the new boss should not clean up the psychological contract of the previous boss, because it is difficult for the new boss to build a good relationship with the employees when the new boss needs to find out whether he really owes the employee or if the employee is taking advantage of the new boss.
7.New hire training is an opportunity to articulate mutual expectations and responsibilities, and it also helps new hires succeed.
8.Managers should be able to discern cultural differences that can affect psychological contracts, trust, and commitment.
9.Individual interviews, focus group interviews, or employee opinion surveys can be used to test both parties' interpretations of the psychological contract.
10.If the breakdown of the psychological contract is caused by factors outside the organization's control, these factors should be communicated to the employee quickly and effectively.
11.Before an organization makes a change that could break the psychological contract, the reason for the change should be made public; It is also important to understand the possible changes in the psychological contract and establish a new contract that is as fair as possible.
12.Rewards given by the organization should be distributed fairly according to the contributions of employees.
13.Valuable employees should be given interesting and challenging work and skills development training to keep them in the organization.
14.Employee training represents an investment in employees, and if this message is communicated, the quality of training will be very high.
15.Performance review interviews should be presented as an opportunity to discuss expectations, responsibilities and rewards openly and candidly.
16.Sensitivity and responsiveness to the values and expectations of employees of different generations should be encouraged in the organization, and these groups should be helped to understand each other and prevent conflicts between generations.
17.No rudeness should be tolerated. When employees show disrespect, immediate action should be taken, and they should also be held accountable for their actions. Even if a necessary dismissal occurs, there should be no exceptions.
18.Candidates should be carefully screened to check their work history for rudeness.
19.Comprehensive feedback should be received to enable employees to anonymously point out the rude behavior of more powerful employees.
20.Conduct post-departure interviews to see if employee turnover is due to rude behavior or psychological contract attrition.