"The psychological contract between an individual and the organization for which they work is a complex one, but is basically a process of reciprocation".
Discuss the above statement and explain how the type of psychological contract offered by the Project Manager may change over the different stages of the project.
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actually this is an exam question ,,, i don't understand it .. any help
i have to write a 50-100 word summary for a final project proposal being the project manager.any ideas what kind of projects i can use?
How did it contribute to gross underbids and successive cost escalations?
The statement that the psychological contract between an individual and their organization is a process of reciprocation implies that there is an understanding and expectation of mutual obligations and benefits in the employment relationship. In other words, both the individual and the organization have certain expectations and commitments towards each other.
The psychological contract is a concept in organizational psychology that refers to the unwritten expectations and promises that exist between employees and their employers. It includes both tangible elements, such as compensation and working conditions, as well as more intangible aspects such as promotion opportunities, job security, and levels of autonomy.
Considering the context of a project, the type of psychological contract offered by the Project Manager may change over the different stages of the project. Here is an explanation of how this change may occur:
1. Initiation Stage: In the initiation stage of a project, the psychological contract may focus on the project's purpose, goals, and expectations. The Project Manager sets the tone by communicating the project vision, roles, and responsibilities, as well as the resources available. The individual's psychological contract may include expectations of support, clarity in objectives, and feedback mechanisms.
2. Planning Stage: During the planning stage, the psychological contract may shift towards a focus on the individual's contribution to the project's success. The Project Manager may provide opportunities for input and collaboration, fostering a sense of empowerment and ownership. The individual may expect recognition for their expertise and efforts, as well as opportunities for growth and development.
3. Execution Stage: In the execution stage of the project, the psychological contract may revolve around teamwork, cooperation, and delivering quality results. The Project Manager may need to facilitate effective communication, manage conflicts, and provide the necessary resources and support. The individual may expect fair treatment, a supportive work environment, and recognition for their contributions.
4. Closure Stage: Finally, in the closure stage of the project, the psychological contract may involve reflecting on achievements, evaluating outcomes, and transitioning back to regular work. The Project Manager may provide feedback, acknowledge the individual's contributions, and offer opportunities for learning and future projects. The individual may expect closure, gratitude, and an understanding of how their efforts contributed to the overall success.
It's important to note that the type of psychological contract offered by the Project Manager is influenced by various factors, including the organizational culture, the nature of the project, and individual preferences. Furthermore, the psychological contract is not static and can evolve over time, based on ongoing communication, changes in circumstances, and the fulfillment or violation of expectations.