Priyanka Jawalgaonkar...HR...Synopsis

7/30/2019 Priyanka Jawalgaonkar...HR...Synopsis

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DIRECTORATE OF DISTANCE EDUCATION G URU JAMBHESHWAR

UNIVERSITY OF SC. & TECH. HISAR

No.DE- /10/

Dated:

ToThe Director,

Sub : Guidelines for subm ission of Synop s is/Project Report for the session 2008-

10.and thereafter.

This is to inform you that as per the relevant clause-7.6 under Chapter-VII of

the Prospectus for the session 2008-10, the students of MBA-IV Semester are required

to prepare synopsis and Research Project CP-402.

The Specialization-wise information, in duplicate, as per following format is to

be supplied. The concession of 05 days/ 10 days will apply for submission of

Synopsis to Local and Outstation Study Centres respectively.

Sr.

No.

E.R.No. Name of

Students

Title/Topic Name

Supervisor.

Guide

Specialization

NOTE :-The students whose synopsis is rejected/disapproved twice by the evaluator

will be treated as REAPPEAR as per university rules.

A copy of the revised guide lines is enclosed for ready reference and record. It

may be noted that these guidelines will be in operation until and unless, you receive

any other communication to this affect in future. That is, you may communicate these

guidelines to the future batches of students also so as to avoid year on year

communication from this office.

Superintendent-II (DE)

forDirector


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ANNEXURE-I

A SYNOPSISON

PSYCHOLOGICAL CONTRACT,PSYCOLOGICAL CONTRACT

BREACH AND LIFE AT WORKPLACE

Supervisor: Submittedby

NAME Priyanka Ashok Jawalgaonkar

DESIGNATION

EnrollmentNo. Specialization : HR

Remarks ofEvaluator

Approved/Disapproved Approved/Disapproved

(I Evaluation) (II Evaluation)

Session 2008-2010

Directorate of Distance Education

GJUS & T, Hisar


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ANNEXURE-II

DIRECTORATE OF DISTANCE EDUCATION

GURU JAMBHESHWAR UNIVERSITY OF SC. & TECH. HISAR

FORMATE FOR RESUME OF SUPERVISOR/GUIDE

1. NAME : Priyanka Ashok Jawalgaonkar

2. DESIGNATION :

3. QUALIFICATION :

4. AREA OF SPECIALIZATION :HR

5. EXPERINECE :

6. OFFICIAL ADDRESS :

7. TELEPHONE No. :

8. MOBILE :8898035444

9. E-MAIL :priya1489@gmail.

I am willing to supervise Mr/Ms

Enrollment No..

Onthetopic

(Signature) with seal

Countersigned by Director of Study Centre with SEAL


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ANNEXURE-III

CERTIFICATE

This is to certify that Mr./Ms Priyanka Ashok Jawalgaonkar, Enrolment No.

----------------- has completed under my supervision his/her Research Project Report

on PSYCHOLOGICAL CONTRACT, PSYCOLOGICAL CONTRACT BREACH

AND LIFE AT WORK PLACE Organization Behaviourand HRD

The work embodied in this report is original and is of the standard expected ofan

MBA student and has not been submitted in part or full to this or any other university

for the award of any degree or diploma. He/she has completed all requirements of

guidelines for the Research Project Report and the work is fit forevaluation.

Signature of Supervisor/Guide (with SEAL)

NAME :

DESIGNATION :

ORGANIATION :

Forwarded by Head/Director ofStudy

Centre (with signature, Name & SEAL)


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ANNEXURE-IV

DECLARATION

This is to certify that the project Report entitled PSYCHOLOGICAL CONTRACT,

PSYCOLOGICAL CONTRACT BREACH AND LIFE AT WORK PLACE is

my original work and this has not been submitted in part or full to this or any other

university/institution for the award of any degree ordiploma.

Signature ofcandidate

NAME : Priyanka Ashok Jawalgaonkar

ENROLMENT NO.:

SPECILIZATION : Organizational Behaviour and HRD

SESSION : MBA


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Introduction

This project is on PSYCHOLOGICAL CONTRACT, PSYCOLOGICAL

CONTRACT BREACH AND LIFE AT WORK PLACEwhich is a broad concept

of Managing People in Organization. In this topic, employment relationship, its

effect on the work and organization and vice versa is deeply discussed. This topic

basically says that the organization, members of organization etc all upshot the

work and life at work place. All the three aspects are interrelated. Managing people

is the main criteria.

This study also focuses on the relationship between psychological contract

breach and burnout with two intervening variables, job stress and feeling of

violation. There are two main purposes of this study, first is to investigate the

direct relationships between psychological contract breach, feeling of violation,

stress and burnout and second is to investigate the mediation role of feeling of

violation between psychological contract breach and stress & stress between

feeling of violation and burnout. On the basis of literature it is proposed that

feeling of violation mediate the relationship between psychological contract

breach and stress and stress mediate the relationship between feeling of violation

and burnout.

Need for the study

1. Organizational Development

2. Managing the Psycological contract breach, burnout and violation

3. To understand the employee employer relationship and its

significance

4. To build and maintain a sustainable and healthy life at work place

5. Managing people in the organisation

6. Define the employment relationship

7. Manage Mutual Expectations


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Objectives of the study

The objectives of this assignment are as follows:

Analyze organization employee employer relationship

Importance of psychological contract

Efforts taken to develop Psychological contract in order to adapt

effectiveness in the workplace.

HR challenges

Literature ReviewPsychological Contract and Psychological Contract Breach

Psychological contract defines the relationship between employee and employer

i.e. their organization (Rousseau, 1989). Psychological contract is perceived and

expected binding about the mutual binding in an employment exchange

relationship.(Rousseau 1990). Psychological co nt rac t spe c i f y what

employees believe they get from the organization and what is required from

them (Rousseau, 1995).

Psychological contract is a social exchange relationship between employee and

organization (Robinson & Morrison, 1995). Psychological contracts are person

specific (Rousseau 1990). Each individual hold his different perception of mutual

obligation under the contract (Robinson, Kraatz and Rousseau, 1994). Actions are

taken due to social exchange relationship with the expectation that these actions

will pay him future.

The main element in psychological contract is the individual belief that

organization keeps its promises and commitments (Suazo, Kansas and Dalton,

2005). Psychological contract is belief that rules and regulations are accepted by

employees as well as employer (Robinson and Rousseau, 1994).

Psychological contract breach is a perception of imbalance in social exchange

relationship. Employee interprets actions which is taken by firm and compare it

with its psychological contract.

The employees experiencing contract violation are more likely to report having a

transactional contract (Robinson et al, 1994). Psychological contract breach


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b. Exchange Theory: it explains the organizational behavior in

terms of the rewards and costs incurred in the interaction

between the employers and employees. In this particular there

are four aspects, they are as follows:

i. Rewards:payoffs that satisy needs emerging from

the interactions between individuals and their

organizations

ii. Costs: stress, anxiety, punishments and the values

of rewards that people have lost because of lack of

opportunity.

iii. Outcomes: rewards minus cost: if positive,

interaction leads to profit and this is satisfactory as

long as it exceeds the minimum level of

expectations.

iv. Level of Comparisons: people evaluate the

outcome of an interactions against the profit they

are foregoing elsewhere.

3. PSYCHOLOGICAL CONTRACT MODEL:

An operational model of psychological contract as formulated by Guest

(1996) suggests that the core of the contract can be measured in terms of

fairness of treatment, trust and the extent to which the explicit deal or

contract is perceived to be delivered.


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Recommendations

DEVELOPING AND MAINTAINING THE POSITIVE PSYCHOLOGICAL

CONTRACT

Guest points out that, A psychological contract is worth taking seriously

because it is strongly linked in higher commitment to the organization, higher

employee satisfaction and better employment relations. Again this reinforces the

benefits of pursuing a set of progressive HRM practices They emphasize the

importance of a high involvement climate and suggest in particular that HRM

practices such as training and development focus on job securities, Appraisals etc

will contribute to positive psychological contract.

Limitations of the study

Breakdown of the traditional deal

I. A career in return for loyalty

II. A fair days work for a fair days pay

III. Loss of professional autonomy

Individualisation of the employment relationship

Organizational change and violation

Search for new ways of managing employment relations to meet the interests and

concerns of both employees and the organisation

CONFLICTS IN THE HR CONTRIBUTION:

Collision of values: The top managements

consider their workers as mere factors of

production. They exploit and dispense with in

accordance with organizational imperatives.


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Varied Priorities: Managements priority may be

to add value, make profit etc and if this involves

ignoring their subordinates then its not fair.

Freedom versus Control: Managers require

freedom to get on with things on their own, in short

the need authority which they get, interpreting

company policies to meet their needs. But its not

the criteria of HR people; their first duty is to

manage people and implementation of HR policies.

Disputes: If unions are recognized, HR specialists

may be involved in conflict during the process of

resolution. Even when there are no unions, there

may be conflict with individuals or groups of

employees about the settlement of grievances.

Bibliography

1. Organisational Climate and Culture B.S. Bodla

2.

3. Organizational Behaviour K.K. Karthick

Understanding Psychological Contracts at Work: A Critical Evaluation of Theory

and Research EBOOK by Neil Conway

4. Michael Wellin - Managing the Psychological Contract: Using the Personal

Deal to Increase Performance

Read more at http://ebookee.org/Michael-Wellin-Managing-the-

Psychological-Contract-Using-the-Personal-Deal-to-Increase-

Performance_272681.html#FqdO7OkgegRjxeyH.99
http://ebookee.org/Michael-Wellin-Managing-the-Psychological-Contract-Using-the-Personal-Deal-to-Increase-Performance_272681.html#FqdO7OkgegRjxeyH.99http://ebookee.org/Michael-Wellin-Managing-the-Psychological-Contract-Using-the-Personal-Deal-to-Increase-Performance_272681.html#FqdO7OkgegRjxeyH.99http://ebookee.org/Michael-Wellin-Managing-the-Psychological-Contract-Using-the-Personal-Deal-to-Increase-Performance_272681.html#FqdO7OkgegRjxeyH.99http://ebookee.org/Michael-Wellin-Managing-the-Psychological-Contract-Using-the-Personal-Deal-to-Increase-Performance_272681.html#FqdO7OkgegRjxeyH.99http://ebookee.org/Michael-Wellin-Managing-the-Psychological-Contract-Using-the-Personal-Deal-to-Increase-Performance_272681.html#FqdO7OkgegRjxeyH.99http://ebookee.org/Michael-Wellin-Managing-the-Psychological-Contract-Using-the-Personal-Deal-to-Increase-Performance_272681.html#FqdO7OkgegRjxeyH.99


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5. CONSEQUENCE OF PSYCHOLOGICAL CONTRACT BREACH: THEMODERATING ROLE OF ADVERSITY QUOTIENT, PROFESSIONALTRAINING AND TENURE Pao-Ling Chin, Department of Business

Administration, National Taipei University

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Priyanka Jawalgaonkar...HR...Synopsis