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A career stage perspective on employees' preferred psychological contract contributions and inducements

Published online by Cambridge University Press:  02 February 2015

Chin Heng Low  and
Prashant Bordia
Chin Heng Low
Affiliation:
International Graduate School of Business, University of South Australia, Adelaide, SA, Australia
Prashant Bordia
Affiliation:
School of Management, Marketing, & International Business, The Australian National University, Canberra, ACT, Australia
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Abstract

The employer–employee relationship is underpinned by a psychological contract, which refers to employee beliefs about the exchange of employee contributions and employer inducements. However, there is limited understanding of how employers can shape psychological contracts to meet employees' needs and aspirations. Meeting these needs starts with an understanding of employees' preferences for psychological contract contributions and inducements. We propose that career stage models can be used to achieve that understanding. Using the career stage models of Dalton, Thompson, and Price (1977) and Super (1957), we derive insights into the preferred contributions and inducements, respectively, at various points of an employee's career lifecycle. These insights will help organizations create desirable psychological contracts and retain valued employees.

Keywords

career stagesemployeesinducementspsychological contract
Type
Research Article
Information
Journal of Management & Organization , Volume 17 , Issue 6: 25th ANZAM Anniversary Edition Remembering 2011: Managing for the Human Spirit , November 2011 , pp. 729 - 746
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2011

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