Human Resources Management for Public and Nonprofit Organizations Y505 Exam One
1. In your own words, what is a psychological contract? Why is this concept important to studying human resources? Explain. Give an example of a psychological contract you had with an employer and what, if anything, happened when it was broken. A psychological contract is what the employee expects to receive from the employer and vice versa. For example, in my job, I expect that my employer is going to acknowledge my accomplishments and give praise and incentives for doing a job performance that goes above and beyond what is written on my job description. I think that this concept is important to studying human resources because it can be used as an incentive to hiring desirable candidates for a position. I believe that every prospective employee is interested in working somewhere that not only pays them a salary but also gives them the respect and acknowledgement from their employer for things that they can uniquely bring to the table. Just like in personal relationships, a person wants to feel needed, secure, appreciated, invaluable and respected, if those things are present in the relationship you can expect to get 100% from both sides. The concept of psychological contracts is important to studying human resources because a human resources manager that can determine from the potential employee what they think their psychological contract needs are going to be can really use that to their benefit in hiring the candidate that will be the most productive and loyal to the company. Entering into the position that I hold currently I believe that my psychological contract was more about earning a higher salary and having better benefits than I was receiving from the job that I was doing. Educationally, I am overqualified for my current job just as I was over qualified for the job that I was working at the time. I expected to be able to get my foot in the door and work my way up the corporate ladder so to speak. My current employer has not been able to hold up their end of the bargain with the psychological contract because I was given the impression that upward mobility was constant and always available in this organization and that has not been true, in addition to that they are financially unstable and that affects their ability to compensate the employees it has now adequately for the experience and on the job training that we have. I can speak from experience that it does not make me want to work harder for the organization, quite the opposite in fact, I have been steadily looking for the opportunity to leave the organization for something better. 2. Consider the evolution of public personnel administration. Describe in your own words the different periods. Which would you consider to be the preferred mode of personnel administration? Why? Explain. The government of gentlemen relied on hiring by association, the ability to get a good job it seems was based on who you knew, who you were related to or who you gave your support to that could benefit you professionally. It seems to have come to light that this method of public administration wasn’t working very well because every time the leaders changed, all public service employees had to change as well and there was extensive turnover. So leading into the next period “government by the common man” the Pendleton act was passed to create an opportunity for more politically neutral competence in government service. The theme of this period was developing a more egalitarian political system. Next the government of the “good” was marked by efforts of social equality and idealistic changes in public personnel administration. The Civil services commission used entrance exams to filter out Civil service employee’s that would be less likely to be corrupt and could enforce the new rules and regulations. The government by the efficient and new deal from 1906-1937 focused...
References: 1. Human Resource Management for Public and Nonprofit Organizations, 3rd edition by Joan E. Pynes. Jossey-Bass, 2009.
2. Public personnel Administration and Human Resources Development classroom handout, source unknown.
3. Zouhali-Worrall, M. (2009, April). When a staffer switches genders. Fortune Small Business http://money.cnn.com/2009/04/27/smallbusiness/workplace_tolerance.fsb/index.htm
4. Navarro, M. (1995, November). Disney’s Health Policy for Gay Employees Angers Religious Rights in Florida. The New York Times http://www.nytimes.com/1995/11/29/us/disney-s-health-policy-for-gay-employees-angers-religious-right-inflorida.html
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