Redefining the Psychological Contract in the Digital Era: Issues for Research and Practice

Redefining the Psychological Contract in the Digital EraIssues for Research and Practice
	Preface
	Acknowledgements
	Contents
	Contributors
	About the Authors
	About the Editors
	Chapter 1: Introductory Chapter: Quo Vadis the Psychological Contract?
		1.1 Introduction
		1.2 The Digital Era Psychological Contract as Multi-Level Contextual Phenomenon
		1.3 Outline of the Book Volume
			1.3.1 Part I: The Digital Era: Contextual Issues and the Psychological Contract
			1.3.2 Part II: Managing the Psychological Contract in the Digital Era: Issues for Organisational Practice
			1.3.3 Part III: Managing the Psychological Contract: Issues of Diversity
			1.3.4 Part IV: Integration and Conclusion
		1.4 Conclusion
		References
	Part I: The Digital Era: Contextual Issues and the Psychological Contract
		Chapter 2: Psychological Contract: What to Expect?
			2.1 Introduction
			2.2 Chapter Objective
			2.3 Psychological Contract Theory
				2.3.1 Conceptualisations of the Psychological Contract
				2.3.2 Trends in Psychological Contract Research
			2.4 The Current Workplace
			2.5 Research Design
				2.5.1 Research Setting
				2.5.2 Data Collection and Analysis
			2.6 Findings
			2.7 Discussion
			2.8 Limitations and Recommendations for Future Research
			2.9 Implications for Future Research
			2.10 Implications for Organisational Practice
			2.11 Conclusion
			References
		Chapter 3: [Re] defining the Psychological Contract Within Industry 4.0: An Expert Opinion Analysis
			3.1 Introduction
			3.2 Chapter Objective
			3.3 Psychological Contract
			3.4 Industry 4.0
			3.5 Theoretical Consideration
				3.5.1 Human Capital Theory
				3.5.2 The Resource-Based View of the Firm
				3.5.3 Positive Psychology
			3.6 Empirical Literature
			3.7 Research Design
			3.8 Data Analysis
			3.9 Strategies to Ensure Data Quality and Reporting
			3.10 Findings
				3.10.1 Theme One: Threats Posed Quests for Industry 4.0 on the Psychological Contract
				3.10.2 Theme Two: HRM Playing a Strategic Role Within the Industry 4.0 Context
			3.11 Discussion
			3.12 Implications for Organisational Practice
			3.13 Limitations and Future Research
			3.14 Conclusion
			References
		Chapter 4: Ethical AI at Work: The Social Contract for Artificial Intelligence and Its Implications for the Workplace Psychological Contract
			4.1 Introduction
			4.2 Chapter Objective
			4.3 Artificial Intelligence at Work
			4.4 Overview of Integrative Social Contracts Theory
			4.5 Applying ISCT to the Ethical Use of AI at Work: From Macrosocial to Microsocial to Psychological Contracts
				4.5.1 Macrosocial Contract
				4.5.2 Microsocial Contracts
			4.6 Psychological Contracts
			4.7 Illustrative Example: Telenor
			4.8 Implications for Theory
			4.9 Implications for Organisational Practice
			4.10 Conclusions
			References
		Chapter 5: The Future of Work: Implications for Organisational Design and the Psychological Contract
			5.1 Introduction
			5.2 Chapter Objective
			5.3 The Changing World of Work and Its Impact on Work
				5.3.1 2015 to 2020
				5.3.2 2020 to 2025
				5.3.3 2025 to 2030
			5.4 Responding to These Changes from an Organisational Design Perspective
			5.5 The External Environment as Influencing Factor
			5.6 Defining the Internal Way of Work
			5.7 How the Changing World of Work and Organisational Design Canvas Are Changing the Psychological Contract
			5.8 How Environmental Trends Will Impact the Psychological Contract
			5.9 Practical Implications for the Future
			5.10 Case Example: Applying These Insights to the Design Process in a Global Insurance Organisation
				5.10.1 Overview of the Business
				5.10.2 The Case for the Change
			5.11 Applying the Design Canvas as Part of the Design Process
				5.11.1 Step 1: Defining Purpose and Reason for Existence
				5.11.2 Step 2: Defining the Design Principles and Rules of the Game
				5.11.3 Step 3: Articulating the Core Capabilities and What BoT Needs to Be Good At
				5.11.4 Step 4: Defining an Operating Model Blueprint
				5.11.5 Step 5: Creating a Supply of Skills to Meet Capacity Demands
				5.11.6 Step 6: Creating Internal Employee Personas and an Employee Value Proposition
				5.11.7 Step 7: Monitoring and Listening in Order to Adapt
			5.12 Implications for the Future
			5.13 Conclusion
			References
		Chapter 6: When Protean Career Values Intertwine with Employee–Employer Obligations: Reviewing Digital Era Work Mindsets for Modern Psychological Contract Practices
			6.1 Introduction
			6.2 Chapter Objective
			6.3 Employee Career Values
			6.4 The 2020s Workplace Mindset and Psychological Contract
			6.5 Implications for Psychological Contract Practices
			6.6 Implications for Research
			6.7 Conclusion
			References
		Chapter 7: New Psychological Contracts, Old Breaches?
			7.1 Introduction
			7.2 Chapter Objective
			7.3 Psychological Contracts
			7.4 Changing Nature of the Work I: The Old and the New Psychological Contract
			7.5 Changing Nature of the Work II: New Digitally Enabled Work Arrangements
			7.6 Emergent Forms of the Psychological Contracts: The Novel Psychological Contract?
			7.7 Psychological Contract Breach
			7.8 Old Breaches in the Novel and Emergent Forms of Psychological Contracts?
			7.9 Future Research Implications, Limitations, and Suggestions
			7.10 Implications for Practice
			7.11 Conclusion
			References
		Overview
	Part II: Managing the Psychological Contract in the Digital Era: Issues for Organisational Practice
		Chapter 8: Psychological Contracts in the Era of HRM 4.0
			8.1 Introduction
			8.2 Chapter Objective
			8.3 HRM 4.0 and Psychological Contracts
			8.4 HR Staff as an Organisational Contract Partner
			8.5 Attributes of HRM 4.0 and Demands
				8.5.1 Standardisation, Consistency and Fairness
				8.5.2 Reduced Social Interaction and Individuality
				8.5.3 Trust and Transparency
			8.6 Practices in HRM 4.0 and Relational Psychological Contracts
				8.6.1 Recruiting and Selection
				8.6.2 Performance Management
				8.6.3 Career Management
				8.6.4 Talent Management
				8.6.5 Training
				8.6.6 Autonomy
				8.6.7 Communication and Participation
			8.7 Discussion
				8.7.1 Limitations and Future Research
				8.7.2 Implications for Organisational Practice
			8.8 Conclusion
			References
		Chapter 9: Job Embeddedness and the Psychological Contract of the Future
			9.1 Introduction
			9.2 Chapter Objective
			9.3 Job Embeddedness
			9.4 Psychological Contract
			9.5 Literature Review Linking Psychological Contracts and JE
				9.5.1 Theoretical Foundations
				9.5.2 Common Antecedents and Consequences of the Psychological Contract and JE
				9.5.3 Studies Examining Both Psychological Contract and Job Embeddedness
			9.6 Future Research
			9.7 Reciprocal Relationships Involving JE and PCs
			9.8 PC Breaches as “Shocks”
			9.9 Advancing Integration with Theory
			9.10 Common Antecedents of JE and PCs
				9.10.1 Organizational Practices
				9.10.2 Individual Differences
			9.11 Collective JE and PCs
			9.12 Psychological Contracts and Job Embeddedness in New Organizational Forms
			9.13 How Technology Affects Psychological Contracts and Job Embeddedness
				9.13.1 Social Media
				9.13.2 Algorithms
				9.13.3 Electronic Monitoring
			9.14 Implications for Organizational Practices: Interventions to Increase Fit, Links, and Sacrifice
				9.14.1 Fit
				9.14.2 Links
				9.14.3 Sacrifice
			9.15 Conclusion
			References
		Chapter 10: Strengthening the Psychological Contract Through Talent-Enabled Assessment Journeys: An Employee-Experience Guide
			10.1 Introduction
			10.2 Chapter Objective
			10.3 Trust in Human Resource Practices and the Psychological Contract
			10.4 The Expansion of Modern Talent Assessment Practices and the Psychological Contract
				10.4.1 Realistic Job Previews
				10.4.2 Cognitive Ability Assessments
				10.4.3 Internet Activity
				10.4.4 Assessment and Development Centres
				10.4.5 Personality Questionnaires
				10.4.6 Virtual Reality Assessments
				10.4.7 Gamified Assessments
				10.4.8 Situational Judgement Tests
				10.4.9 Performance Appraisal Assessments
			10.5 Technology and the Future of Talent Assessments: A Practical Framework
				10.5.1 Guideline 1: Creating a Compelling Candidate Experience
				10.5.2 Guideline 2: Ensuring Fit-for Purpose Application
				10.5.3 Guideline 3: Re-focus on Reliability and Validity
				10.5.4 Guideline 4: Data Protection and Compliance
				10.5.5 Guideline 5: Integrating and Aggregating Talent Assessment Data
			10.6 Implications for Theory
			10.7 Implications for Organisational Practice
			10.8 Conclusion
			References
		Chapter 11: Pre-emptive Management of the Psychological Contract Through Personnel Selection in the Digital Era
			11.1 Introduction
			11.2 Chapter Objective
			11.3 Selection and the Psychological Contract Fulfilment
				11.3.1 Economic Stability
				11.3.2 Career Stability
				11.3.3 Boundaryless and Protean Career
				11.3.4 Loyalty
				11.3.5 Organisation Identification
				11.3.6 Type and Form of Rewards
				11.3.7 Length of Service
				11.3.8 Age
				11.3.9 Recruitment
			11.4 Core Conclusions from the Literature and Research
			11.5 Implications for Organisational Practice
				11.5.1 Implications for Employment Contract Specificity
				11.5.2 Implications for Multiple Employment
				11.5.3 Implications for Career Development
				11.5.4 Implications for Job Security
				11.5.5 Implications on the Nature of the PC (Transactional Versus Relational)
			11.6 Recommendations for Future Research
			11.7 Conclusion
			References
		Chapter 12: Total Rewards and the Potential Shift in Psychological Contract Perceptions in the Digital Era
			12.1 Introduction
			12.2 Chapter Objective
			12.3 Total Rewards Defined
			12.4 The Elements of Total Rewards
				12.4.1 Remuneration
				12.4.2 Benefits
				12.4.3 Recognition
				12.4.4 Growth and Development
				12.4.5 Lifestyle
				12.4.6 Leadership
			12.5 The Science Behind the Psychological Contract
				12.5.1 Stage 1: The Attraction Stage
				12.5.2 Stage 2: The Recruitment and Selection Stage
				12.5.3 Stage 3: The Onboarding Stage
				12.5.4 Stage 4: The Retention Stage
				12.5.5 Stage 5: Organisational Exit or Stay
			12.6 Psychological Contract Change and Implications
				12.6.1 Accommodation
				12.6.2 Transformation
			12.7 The New World of Work
			12.8 Re-defining Total Rewards in the Digital Era Mend the Psychological Contract
				12.8.1 Remuneration
				12.8.2 Benefits
				12.8.3 Recognition
				12.8.4 Growth and Development
				12.8.5 Lifestyle
				12.8.6 Leadership
			12.9 Performance Management in the Digital Era
			12.10 Motivation and Engagement
			12.11 Implications for Organisational Practices
			12.12 Implications for Research
			12.13 Conclusion
			References
		Overview
	Part III: Managing the Psychological Contract: Issues of Diversity
		Chapter 13: The Dynamism of Psychological Contract and Workforce Diversity: Implications and Challenges for Industry 4.0 HRM
			13.1 Introduction
			13.2 Chapter Objective
			13.3 Conceptual Background of Industry 4.0 Psychological Contract and Workforce Diversity
			13.4 The Diversity Revolution
			13.5 Psychological Contract Perspective
			13.6 The Psychological Contract Revolution
			13.7 Scientific Evidence: Dynamism of Psychological Contract and Workforce Diversity
			13.8 Discussion on the Conceptual Model
			13.9 Implications for Organisational Practice
			13.10 Recommendations for Future Research
			13.11 Conclusion
			References
		Chapter 14: Psychological Contract and Retention Practices: A Guide for Addressing the Needs of Different Race Groups in Higher Education
			14.1 Introduction
			14.2 Chapter Objective
			14.3 Theoretical Background
				14.3.1 Retention in the Higher Education Environment
				14.3.2 The Psychological Contract
				14.3.3 Race and the Psychological Contract
			14.4 Research Method
				14.4.1 Participants and Procedure
				14.4.2 Measuring Instruments
				14.4.3 Statistical Analysis
			14.5 Results
				14.5.1 Correlations
				14.5.2 Significant Differences in Mean Scores for Race Groups (PQ and RFMS)
			14.6 Discussion
			14.7 Limitations
			14.8 Implications and Recommendations for Retention Practices in Higher Education
			14.9 Conclusion
			References
		Chapter 15: Brace Up for the New Generation: Decoding the Psychological Contract Expectations of Gen Z in a Digital World
			15.1 Introduction
			15.2 Chapter Objective
			15.3 Understanding Psychological Contract Theory
			15.4 Framework: Digital World and Gen Z’s Workplace Expectations
			15.5 Discussion and Implications
			15.6 Implications for Organizational Practice
			15.7 Limitations and Future Research Agenda
			15.8 Conclusion
			References
		Chapter 16: Psychological Contract of Digital Natives: Are We Measuring What They Expect?
			16.1 Introduction
			16.2 Chapter Objective
			16.3 The Psychological Contract
			16.4 Characteristics of Digital Natives
			16.5 Digital Natives and the Psychological Contract
			16.6 Discussion
			16.7 Implications for Organisational Practice
			16.8 Future Research Directions and Limitations
			16.9 Conclusion
			References
		Part IV: Integration and Conclusion
			Overview
		Chapter 17: Reflection on the Digital Era Psychological Contract: Issues for Research and Practice
			17.1 Introduction
			17.2 Issues for Research
			17.3 Issues for Organisational Practice
			17.4 Conclusion
		Overview
	Index