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Home List of Titles Breaking the psychological contract: the effects of change-work on middle managers when implementing organizational change
Please use this identifier to cite or link to this item: http://hdl.handle.net/1959.3/54321
- Breaking the psychological contract: the effects of change-work on middle managers when implementing organizational change
- Brooks, Ian; Harfield, Toby
- A psychological contract has been defined as the implicit beliefs about reciprocal obligations held by employees and employers. Thus, it would be expected that during an explicit organisational change the implicit factors of employment would become areas of tension and disharmony for the implementors of such programs. Local governments in many jurisdictions are undergoing structural changes, with a shift from the old 'civil service' ethos to the new 'public management' ethos. This grounded theory study of 25 middle managers in a medium-sized authority in New Zealand reports on managerial experiences of implementing organisational change. In line with other recent research, managers reported experiencing continuing work intensification or permanent work overload. They indicated that a significant part of the overload involved the 'organisational change-work' required to implement changes and that the change-work has resulted in tension and disharmony. The tension and disharmony was experienced by middle managers as a 'sense of violation' of the content of their psychological contract.
- Publication type
- Journal article
- Asia Pacific Journal of Human Resources, Vol. 38, no. 3 (2000), pp. 91-103
- Publication year
- Employee attitudes; Employer-employee relationship; Labour contract; Management attitudes; New Zealand; Organisational behaviour; Organisational change; Quality of working life
- Australian Human Resources Institute
- Publisher URL
- Copyright © 2000 Australian Human Resources Institute.
- Peer reviewed