Tag Archives for " organisational psychology "
What is a psychological contract? The term psychological contract refers to the often unspoken set of expectations and assumptions that two parties (employees and the organisation, its leaders and managers) have of each other about things like how they will behave and act. Examples Psychological contract breaches Development of the term References Examples […]Read more
Organisational attachment What is organisational attachment? Organisational attachment is a description of how attached and secure an individual feels to their organisation. It is essentially a group of psychological contracts that exists between the organisation and the employee. It consists of perceptions of: The level of job security offered, Job satisfaction, Job continuity – whether […]Read more
What is moral disengagement? Moral disengagement refers to the process where an individual or group of people distances themselves from the normal or usual ethical standards of behaviour and then become convinced that new unethical behaviours are justified due often to some perceived extenuating circumstances. Research has found that usually people or groups of people have to […]Read more
The precariat is a social class of people who comprise people who are in a state of precarity, which is a condition of existence without predictability or security. Precarity has been shown to affect both material and psychological welfare. Modern day ‘gig economy’ workers, mainly freelancers without long term or permanent contracts and people on […]Read more
Ambivalent identification refers to the extent to which an individual or group of people perceive, recognise and are able to distinguish and label conflicting feelings about an issue. A number of studies have found that most people have a mixture of feelings towards their organisation at the same time which cases them to both identify […]Read more
Organisational identification is a key concept in organisational psychology and refers to the degree to which employees define themselves as a member of the organisation and to what extent they experience a sense of oneness with it, it’s values, brand, methods etc. (Ashforth and Mael, 1989; Haslam, 2004; Schuh et al, 2016). A lot of […]Read more