Impact of psychological contracts at work on implementation of competency development concepts

Author(s):

Martin Kröll

Conference:

ECER 2010

Network:

11. Educational Effectiveness and Quality Assurance

Format:

Poster

Session Information

MC_Poster, Poster Session Main Conference

Main Conference Poster Session

Time:

2010-08-27

12:15-13:15

Room:

2nd Floor Hall (M.B)/ II KRS AULA, Päärakennus / Main Building,

Chair:

Contribution

The number of career changes and changes in the type of work increased during the last decade and will increase further in the next years. Consequently patchwork biographies prosper more and more. Working lives are influenced by fixed-term employment contracts. Scientific research could prove that these developments have an exceeding influence on the commitment between the organizational members (OM) and their organization – commitment can be regarded as a facet of the psychological contract. There has been little research on the consequences of the psychological contract on the requirements for development concepts, which should be changed with the article at hand. The theoretical framework is build up from the following concepts: 1st learning culture (Sonntag et al., 2005; Seufert/Euler 2008), 2nd psychological contracts at work (Raja et al. 2004; Millward/Hopkins 1998; Rousseau 1995), 3rd positive psychology (Seligman 2002) and 4th biographically orientated competency development (Wittwer 2003). Strengthen Strengths Concept has been chosen to be an example for competency development concepts for several reasons: 1st This concept is a potential orientated competency development concept, 2nd it is based on scientific approaches as to positive psychology, 3rd it can be combined with biographically orientated competency development approaches, 4th the administration of the explored organization thinks about implementing a concept like Strengthen Strengths Concept and 5th the organization has gained experience with a similar guidance and qualification concept (i. e. the so called ProfilPASS).

Method

The analyzed organization offers services for labor market, other organizations, business managements and public welfare. It perceives itself as a modern labor market service provider and accomplishes cross-organizational qualification and employment measures. The analysis took from February to January 2009 and consists of two inquiry periods. The first inquiry period was followed by an expert committee workshop which evaluated the questionnaire and replenished questions in order to gain results more effectively. During all statistical analyses the questionnaire’s reliability was measured and for significant results post-hoc-power analysis and effect sizes were calculated.

Expected Outcomes

Readiness to participate in Strengthen Strengths Concept is high from both sides, executives (N=7) and employees (N=25). Comprehension of the concept was similar, too. Executives could imagine taking the HR developer’s role, employees consider this helpfully. But it became clear that employees rate team and colleagues the same. Employees were asked what kind of instruments they consider helpful for naming of strengths. Executives should evaluate these instruments in means of usefulness to uncover employees’ strengths. Results: Both sides nominate trust on both sides, and transparency. But executives regard more intensive observation and well prepared team meetings as more effective than employees. Employees were asked what kind of support they expect; executives what kind of instruments they would use to support them. Results show a general tendency that both parties approve the usage of instruments congruently (e. g. Encouragement, feedback, laud). All in all there was no divergence. Unlike learning culture research results executives and employees regard skill-building work tasks and external learning contacts only as one instrument besides others. The longer OMs work for the organization, the less they see advantages in the concept. Employees with higher seniority see neither advantages for themselves, nor advantages for their line managers.

References

Bräutigam, J./Liebig, Ch. (2006): Über den Zusammenhang von psychologischem Vertragsbruch und kontraproduktivem Verhalten am Arbeitsplatz unter Berücksichtigung von Sensibilität für widerfahrende Ungerechtigkeit. Mannheimer Beiträge zur Organisations- und Wirtschaftspsychologie. Creusen, U./Eschemann, N. (2008): Talente finden und fördern. In: Harvard Business manager, 2008, S. 2-11 Festing, M./Lassalle, J. (2006): Determinanten des psychologischen Vertrags. Berlin. ESCP- EAP Working Paper Nr. 19 Gaertner, K. N./ Nollen, S. D. (1989): Career practices, perceptions of employment practices, and psychological commitment to the organization. Human Relations 42(11): 975-991. Hecker, D./Galais, N./Moser, K.(2006): Atypische Erwerbsverläufe und wahrgenommene Fehlbelastungen. Dortmund-Berlin-Dresden 2006 Millward, L. J./ Hopkins, L. J. (1998): Psychological contracts, organizational and job commitment. Journal of Applied Social Psychology 28(16): 1530-1556. Raja, U./Johns, G./ Ntalianis, F. (2004): The impact of personality on psychological contracts. Academy of Management Journal 47(3): 350-367. Rousseau, D. M. (1995): Psychological contracts in organizations. Thousands Oaks: Sage. Seligman, M.E.P. (2002): Authentic Happiness: Using the new Positive Psychology to realize your potential for lasting fulfillment. New York Seufert, S./Euler, D. (2008): Einbindung von Führungskräften in nachhaltige Lernkulturen. In: Schwuchow, K./Gutmann, J. (Hrsg.): Jahrbuch 2008. Wolters Kluwer-Verlag, Köln, S. 235 – 246 Sonntag, Kh. u.a. (2005): Erfassung und Bewertung von Merkmalen unternehmensbezogener Lernkulturen. In: ABWF (Hrsg.): Kompetenzmessung im Unternehmen. Waxmann. Münster u.a, S. 19 - 339 Wittwer, W. (2003): Biografieorientierte Kompetenzentwicklung in der betrieblichen Weiterbildung. In: Peters, S.: Lernen und Weiterbildung als permanente Personalentwicklung. München. S. 105-123

Author Information

Martin Kröll

Ruhr University of Bochum

Institute for applied work sciences

Bochum

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