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Creating a Sustainable Psychological Contract

Creating a Sustainable Psychological Contract

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Creating a sustainable Psychological Contract for wellbeing and performance

A one day Masterclass with Prof Derek Mowbray

The Psychological Contract is an unwritten set of mutual, and often implicit, obligations between employers and employees, based on a personal perception of fairness and reasonableness. Although not a conventional contract, its impact is often more powerful than anything that is written.

The Contract influences the behaviour of employees towards employers, based on the manner in which the employer behaves towards employees. Employees who feel they are fairly treated at work have attitudes that assist their resilience against challenging events and behaviours that may occur in the workplace.

This requires an approach to organisational development which places the psychological wellbeing of employees at centre stage, on the basis that people who feel psychologically well consistently maintain personal mental control, and if motivated, will perform consistently at their peak.

Programme Content:

1. Understanding the challenge of consistent high performance - the role that culture, behaviours, rules and approaches to leadership play in the process.

2. Understanding the Psychological Contract - what it means and its impact on corporate and individual performance.

3. Making the Psychological Contract overt - making the obligations of employers and employees towards each other overt; what are the obligations and how can they be implemented?

4. Embedding the overt obligations of the Psychological Contract - reducing the gap between employer and employee; introducing personal responsibility and promoting the workforce as the organisation.

5. Implementing the Contract into everyday working life - addressing culture, leadership/manager approaches and behaviours, the working environment, and the resilience of individuals.

6. Preventing the risk of breaking the Psychological Contract - by being overt about the obligations the employer has with the employee, and vice versa, it is expected that the Contract survives the working lifetime of the employee.

7. Why saying ‘sorry’ doesn’t work with a broken Psychological Contract - the Contract, whilst unwritten and based on covert obligations, is the basis for trust between the employee and employer. When trust breaks down, the employee questions the motives of the employer in everything. Saying ‘sorry’ does not restore trust. Only consistent positive behaviours that appeal to the employee’s feelings of psychological wellbeing will rebuild trust, and restore the Contract.

The programme presents levels of detail about each of the processes involved, along with exercises.

Who should attend?

  • Directors, leaders, senior team members and managers
  • Internal champions of change - specialists in Human Resources, Organisation Development, Learning and Development and Occupational Health
  • Psychology practitioners
  • Health and wellbeing practitioners

Where and when?

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Facilitator

Prof Derek Mowbray

In-house Programmes

This workshop can be provided as an in-house facilitated session for your senior management teams - either as a short overview session or a full one day workshop.

For further information, please request more details here or call Barbara Leigh on 01242 241882.

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