Redefining psychological contracts with the U.S. work force: a critical task for strategic human resource management planners in the 1990s

Article Abstract:

A dramatic shift in psychological contracts between the US work force and their employers has resulted from the waves of layoffs in the 1990s. This psychological contract promises pay, promotion and tenure to employees in exchange for cooperation, loyalty and performance. A study which used data from the 1993 General Social Survey found a transformational effect of layoffs on psychological contracts. Employees view layoffs and downsizing as a breach of the psychological contract, resulting in a lack of trust and confidence in management among the current workforce and new employees who have previously been affected by downsizing. This leads further to faster worker turnover, increased job stress, economic uncertainty and perceptions of inequity. These negative effects must be addressed to avoid unfavorable consequences that will affect the security of an organization's future.

Employee Termination, Psychological aspects, Layoffs, Employment terminations, Downsizing (Management)

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An examination of factors associated with the integration of human resource management and strategic decision making

Article Abstract:

The type of strategy and top managers' view that employees are a strategic resource are factors that influence the integration of the human resources (HR) function with strategic decision making. This was found in a study of the factors associated with HR integration or its subsequent effects, utilizing data from 148 organizations across a range of industries. Specifically, findings show that the analyzer strategy will result in higher levels of integration than either defenders or prospectors, since it focuses on both efficiency and innovation rather than concentrating on one area alone. The organization's rate of growth as well as labor market munificence were not found to be associated with HR's integration with strategic decision making.

Decision-making, Decision making

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Closing science-practice knowledge gaps: Contributions of psychological research to human resource management

Article Abstract:

A study provides information for understanding the contributions of psychological theories and research findings to HR management and for closing science-practice knowledge gaps. It is expected that it would stimulate and promote a broader perspective concerning the relevance and value of psychological research for improving HR practices and organizational functioning.

United States, Science & research

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