Do organisations have a psychological contract with people during a crisis? Does it affect how they behave? This article suggests it does.
Every organisation has a ‘psychological contract’ with it’s staff. This is the unwritten yet commonly understood consensus that lies beneath the activity. It’s part of the culture of the organisation, and it helps shape what people believe they are expected to do during a crisis.
This month’s edition of The Business Continuity Journal carries an article telling us more in “Human Factors in Organisational Resilience – Implications of Breaking the Psychological Contract”.
The key points are:
- There is always an unwritten agreement between employees and employers that helps determine behaviour
- The state and manner of that contract will influence staff willingness to be flexible and “go the extra mile” during an incident
- It suggests that Business Continuity Managers and Risk Managers include this as a consideration in their assessments and planning
- It asserts that altering the contract can alter the ordinary and “above and beyond the call of duty” efforts offered by the staff
- It suggests that all organisations consider the impact on their organisation of changes, or potential changes, within the psychological contract
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