Organizational Culture (Lecture 9)

There are many approaches to culture and even more definitions, according to Armstrong, (2009) “Organizational or corporate culture is the pattern of values, norms, beliefs, attitudes and assumptions that may not have been articulated but shape the ways in which people in organizations behave and things get done. ‘Values’ refer to what is believed to be important about how people and organizations behave. ‘Norms’ are the unwritten rules of behavior”.

Seminary Eldridge and Crombie, (1974) defined the culture of an organization refers to the unique configuration of norms, values, beliefs, and ways of behaving that characterize the way groups and individuals combine to get things done.

According to Deal & Kennedy, (2000) Simply stated organizational culture is “the way things are done around here”. 

Model of Organizational Culture

Schein, (1983) describe three levels of organizational culture, it is could be shows below Schein’s Culture Triangle.   

Figure i: Model of Organizational Culture: Riley, (2018)

Source: https://www.tutor2u.net/business/reference/models-of-organisational-culture-schein

As another references model of culture, developed by Johnson, (1992) may help to explain the difference between the two approaches. Johnson calls his model the ‘cultural web’. The Cultural Web identifies six interrelated elements that help to structure what Jerry call the "paradigm" the pattern or model of the work environment. 

Figure ii: Jonson and Scholes Cultural web: Crisan, (2018)

Source: https://www.keatext.ai/customer-experience-insights/survey-analysis/corporate-culture-assessment/attachment/johnson_and_scholes_cultural_web-50792/

Types of Organization Culture

According to Geaney, (2016)  Handy’s model describes main 4 types of organizational culture. Every organization have their own unique culture or mix of different types of organizational culture, such as Power Culture, Role Culture, Task Culture, and Person Culture.

Figure iii: Handy’s 4 classes of Culture: Geaney, (2016)

Source: https://www.youtube.com/watch?v=E1NrJqYudPw

Strong vs week organizational culture

Following are the strong cultures and weak cultures of organizations.

Strong Cultures	Week Cultures
Values widely shared	Value limited to a few, usually top management
Members know what is important	Member not very clear about what is important
Most employees can tell stories about company history	Employee possess little knowledge of company history
Employee strongly identify with culture	Employees have little identification with culture
Strong linkage between shared values and behavior	Little connection between shared values and behavior

Table i: Strong vs week organizational culture

Many orgenizations their rganizational culture is depend on the organization to another and it is unique for an organization. Good organization Culture succeed the business towards. It has proved that it can tremendously increase job satisfaction, and awareness about problem solving and organization performance (Kotter and Heskett, 2012).

According to Cameron and Quinn, (2011) It it well known, for an example Toyota organizational culture effectively supports the company’s endeavors in innovation and continuous improvement. And other than the most successful company like Caca Cola, Disney, General Elecric, Intel, McDonald’s, Microsoft, Rubbermaid, and Sony organizational culture highlights the importance of developing an appropriate culture to support global business success.

References

Armstrong, M., (2009). Armstrong’s Handbook Of human resource Management practice 11th edition.

Cameron, K.S. and Quinn, R.E., (2011). Diagnosing and changing organizational culture: Based on the competing values framework. John Wiley & Sons.

Deal T. E. and Kennedy, A. A. (1982, 2000) Corporate Cultures: The Rites and Rituals of Corporate Life, Harmondsworth, Penguin Books, 1982; reissue Perseus Books, 2000.

Denison, D.R., (1990). Corporate culture and organizational effectiveness. John Wiley & Sons.

Eldridge, J and Crombie, A (1974) The Sociology of Organizations, Allen & Unwin, London French, W L.

Jim Riley, (2018). Models of Organisational Culture. [Online]
Available at: https://www.tutor2u.net/business/reference/models-of-organisational-culture-schein
[Accessed 29 9 2018].

Johnson, Gerry (1992) “Managing Strategic Change—Strategy, Culture and Action”. Long Range Planning Vol 25 No 1 pp 28-36.

Kotter, J.P. and Heskett, J.L. (1992) Corporate Culture and Performance. Free Press, New York.

Ruth Geaney, (2016). Handy's 4 classes of Culture. [Online]
Available at: https://www.youtube.com/watch?v=E1NrJqYudPw
[Accessed 28 9 2018].

Schein, E.H., (1983). The role of the founder in creating organizational culture. Organizational dynamics, 12(1), pp.13-28.

Schein, E.H. (2004) Organizational Culture and Leadership, Third edition, San Francisco:Jossey-Bass.

Tatiana Crisan, (2018). Johnson and Scholes Cultural Web. [Online]
Available at: https://www.keatext.ai/customer-experience-insights/survey-analysis/corporate-culture-assessment/attachment/johnson_and_scholes_cultural_web-50792/
[Accessed 28 9 2018].

The Global context for HRM (Lecture 8)

The world is changing in many ways and so much preliminary global environment changes could be noted in past years to technology, business, transportation, social and even cultural changes.

Similarly, Human Resources Management also own part of change from the conventional practice. It was specified that ‘‘Over the last thirty years HR organizations have gone through several transformations, moving form an operational role (the ‘Personal department’) to one of HR as a service center to one focused on driving talent outcomes’ (Bersin, 2015).

When going through the below diagram of Shiwen, (2014) it is clearly mentioned transformations of personal management to talent management that explains evaluation of the HR function.

Figure i: The Role & Scope of HR Positions: Shiwen, (2014)

Source: http://www.hrinasia.com/general/the-role-scope-of-hr-positions/

According to Ulrich and Brockbank, (2005) role of a HR Manager is sprouting with the vast changes in competitive market environment and it involves a more strategic role in the success of an organization. The designation change from Chief HR Officer to the new Chief change officer, its self explains the perspectives. It is said that “HR Professionals as change agents have the responsibility to ease the charges in the organization and protect employees”.

Impact of Globalization on Human Resource Management

Various new technologies have developed that are helpful for human resource professionals to manage the processes involved in globalization but there are also certain challenges that are faced by the organizations (Vyas, 2016).

Further it is more clearly understand the use of technology in human resource management when going through the below diagram of Vyas, (2016) that explains positive impact of globalization. 

Figure ii: Impact of Globalization on HRM: Vyas, (2016)

Source: https://www.slideshare.net/RachanaVyas1/impact-of-globalization-on-hrm

Most of the jobs are at risk due to computerization or automation but it increases the productivity. This is called technological unemployment and it is negative effects of the globalization according to Brynjolfsson and McAfee, (2011) and  describe as a “computer-controlled equipment as a possible explanation for recent jobless growth”.

E.g.:-

Google announced that it had modified several Toyota Priuses to be fully autonomous (Frey and Osborne, 2017).

Some of the world's biggest companies are investing billions to build robots intended to replace human workers. 

Example: self-driving cars (Matt McFarland, 2017)

DHL uses completely autonomous system to deliver consumer goods by drone (Franco, 2016).

References 

Brynjolfsson, E. and McAfee, A., (2012). Race against the machine: How the digital revolution is accelerating innovation, driving productivity, and irreversibly transforming employment and the economy. Brynjolfsson and McAfee.

Frey, C.B. and Osborne, M.A., (2017). The future of employment: how susceptible are jobs to computerisation?. Technological forecasting and social change, 114, pp.254-280.

Josh Bersin , (2015). Changing HR operating models. [Online]
Available at: https://www.cipd.co.uk/Images/changing-operating-models_tcm18-10976.pdf
[Accessed 26 9 2018]

Matt McFarland , (2017). Robots: Is your job at risk?. [Online]
Available at: https://money.cnn.com/2017/09/15/technology/jobs-robots/index.html
[Accessed 7 9 2018].

Rachana Vyas, (2016). Impact of Globalization on HRM. [Online]
Available at: https://www.slideshare.net/RachanaVyas1/impact-of-globalization-on-hrm
[Accessed 26 9 2018].

Shiwen, (2014). The Role & Scope of HR Positions. [Online]
Available at: http://www.hrinasia.com/general/the-role-scope-of-hr-positions/
[Accessed 26 9 2018].

Ulrich, D. and Brockbank, W., (2005). The HR value proposition. Harvard Business Press.

Employee Engagement (Lecture 7)

There are many definitions over employee engagement and according to Macleod, (2018) Employee engagement is a workplace approach resulting in the right conditions for all members of an organization to give of their best each day, committed to their organization’s goals and values, motivated to contribute to organizational success, with an enhanced sense of their own well-being.   

According to Armstrong, (2014) employee engagement is the “Engagement takes place when people are committed to their work and the organization and are motivated to achieve high levels of performance".

Employee Engagement Model

Following model of Armstrong et al., (2000) over employee engagement describe commitment, organizational citizenship and motivation are the key components of and same has explained in Armstrong, (2014) as well.

Figure i: IES model of employee engagement: Armstrong, (2014)

Source: Armstrong's handbook of human resource management practice.

As another references Hewitt, (2012) introducing The Aon Hewitt Engagement Model of employee engagement as show as below and further he explains through this model observes engagement outcomes as Say, Stay, and Strive.

• Say - speak positively about the organization to coworkers, potential employees, and customers

• Stay - have an intense sense of belonging and desire to be a part of the organization

• Strive - are motivated and exert effort toward success in their jobs and for the company

Figure ii: The Aon Hewitt Engagement Model: Hewitt, (2012)

Source: 2015 Trends in Global Employee Engagement

Trends in Global Employee Engagement

Many organizations are thus measuring employee engagement in regular employee surveys as an important business indicator. As example it could be mentioned Hewitt, (2012) conducted research on Global levels of employee engagement continue to trend upward. It conducted because it is significant the great recession and globally the engagement has moved up from 61% to 62%.

Characteristics of Employee Engagement

Robinson, Perryman and Hayday, (2004) explain below characteristics of an engaged workforce.

Figure iii: Characteristics of an engaged employee: Robinson, Perryman and Hayday, (2004)

Source: The Drivers of Employee Engagement

Employee Satisfaction vs. Employee Engagement

Thought out the research of Maylett, (2012), identified five key of employee engagement factors, and Regal, (2018) explain it more clearly using  “MAGIC” concept which is easy to remember. And he mentioned that “Employee satisfaction is the minimum entry fee that needs to be met for an employee to be fully engaged”.

Figure iv: Employee Satisfaction vs. Employee Engagement in 2018: Rogel, (2018).

Source: https://www.decision-wise.com/job-satisfaction-vs-employee-engagement/

Employee Satisfaction

As Rogel, (2018) describes most of the  managers mistakenly think that employee satisfaction can increase employee motivation and elaborate American psychologist Frederick Herzberg's Motivation Hygiene theory proposes that people are influenced by two factors: those that impact motivation and basic factors that influence job satisfaction which is called Hygiene factors. It is being clearly briefed below.

• Hygiene factors- Determine a person’s level of satisfaction with their job. It is strongly influence employee retention and if unable to meet, resulting to job dissatisfaction and cause employees to look for better opportunities from outside.

• Motivation factors- Influence on how person performs the job. If an employee motivated, then invest more in their work and strive to do better for themselves.

Figure v: Job Satisfaction Won’t Buy You Engagement: Rogel, (2018).

Source: https://www.tlnt.com/job-satisfaction-wont-buy-you-engagement/

Outcomes of engagement

Stairs and Galpin (2010) describe that following out comes of high levels of engagement,

• Lower absenteeism and higher employee retention

• Increased employee effort and productivity

• Improved quality and reduced error rates

• Increased sales

• Higher profitability, earnings per share and shareholder returns

• Enhanced customer satisfaction and loyalty

• Faster business growth

References

Armstrong, M. and Taylor, S., (2014). Armstrong's handbook of human resource management practice. Kogan Page Publishers.

Armstrong, M., (2009). Armstrong’s Handbook Of human resource Management practice 11th edition.

Charles Rogel, (2018). Employee Satisfaction vs. Employee Engagement in 2018. [Online]

Available at: https://www.decision-wise.com/job-satisfaction-vs-employee-engagement/ [Accessed 25 9 2018].

David Macleod, (2018). What is Employee Engagement. [Online]

Available at: http://engageforsuccess.org/what-is-employee-engagement

[Accessed 25 9 2018].

Frederick, H., (1966). Work and the Nature of Man. Cleveland: World Publishing Company.

Hewitt, A., (2012). 2012 Trends in global employee Engagement. Aon Hewitt Corp, p.18.

Robinson, D., Perryman, S. and Hayday, S., (2004). The drivers of employee engagement: Institute of Employment Studies Report 408. United Kingdom, London: Publisher unknown.

Stairs, M. and Galpin, M., (2010). Positive engagement: From employee engagement to workplace happiness.

Tracy Maylett, (2012). Engagement Magic. [Online] 

Available at: https://www.decision-wise.com/5-keys-of-employee-engagement-magic/

[Accessed 25 9 2018].

Performance Management (Lecture 6)

According to Aguinis, (2013) performance management is a continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization. Further Aguinis, (2013) describe that it should Alignment with strategic goals.

Figure i: The Key Tools And Techniques For Performance Management (Bernard Marr, 2018)

Source: https://www.bernardmarr.com/default.asp?contentID=772

Similarly, Armstrong, (2016, p. 89) define Performance management as the “continuous process of improving performance by setting goals that are aligned to the strategic goals of the organization, planning performance to achieve the goals, reviewing progress, and developing the knowledge, skills and abilities of people. It involves developing a shared understanding about what is to be achieved and how”.

Principles of Performance Management

According to the Armstrong and Baron, (1998-2004) they research the performance Management and identified the following 10 principles,

1. It’s about how we manage people – it’s not a system.
2. Performance management is what managers do: a natural process of management.
3. A management tool that helps managers to manage.
4. Driven by corporate purpose and values.
5. To obtain solutions that work.
6. Only interested in things you can do something about and get a visible improvement.
7. Focus on changing behavior rather than paperwork.
8. Based on accepted principle but operates flexibly.
9. Focus on development not pay.
10. Success depends on what the organization is and needs to be in its performance culture

Performance Management Process

When going though below diagram of Ibid, (2018) Performance management processes are concerned with interaction between the parties involved, but they also related to what individuals do about monitoring and improving their own performance, measuring performance, and documenting the outcomes of performance management plans and reviews. 

Figure ii: Performance Management Process: Ibid, (2018)

Source: http://www.theiplex.com/global/what-we-do/performance-management

Performance Management Cycle

According to Armstrong, (2009) explain about Performance Management cycle as per the below.

Figure iii: Performance Management Cycle: Armstrong, (2009).

Source: Armstrong’s Handbook Of human resource Management practice 11th edition

There are many versions of the performance management cycle, the most standard PM cycle is in Handbook of Performance Management by Armstrong and Taylor, (2014).

Figure iv: Performance Management Cycle: Armstrong and Taylor, (2014). 

Source: Armstrong’s Handbook Of human resource Management practice 13th edition

Objective of Performance Management

The objective of performance management is to organizational success directly correlated with individual employee performance.

• Align individual and organizational objectives

• Improve organizational performance

• Improve individual performance

• Provide the basis for personal development

• Develop a performance culture

• Inform contribution/performance pay decisions

According to Cappelli and Taris, (2016) to the Harvard Business review explains the global changers that organizations are adopting into performance management practices. They explain that company's like Adobe, Juniper Systems, Dell, Microsoft, IBM, Deloitte, Accenture, GAP have given up the traditional appraisal systems and replacing with frequent, informal check-ins between managers and employees.

Performance appraisal

Performance appraisal could be defined as a systematic evaluation process of a job performed by an individual during a period and giving value to its effectiveness whilst providing feedback to the job incumbent. Performance appraisal is an unavoidable element of organizational life. There are many decisions in modern organizations that depend on performance appraisals, and they are widely used in most organizations (Davis, 2001).

As a manager there are certain things can be done within the appraisal process to maximize engagement and encourage of the team and attain high levels of performance. Bristoll, (2018) pointed out 5 important factors that could be supported to maximize engagement and encourage team through appraisal process which is called “OSCAR” as shown below. According to that concept fair objectives and smart goals to meet them with competent enough staff and asses them according to job description based roles and tasks and finally review is vital to monitor input contributes to the organization's success.

Figure v: Stages of the Performance Management Cycle: Bristoll, (2018).

Source: http://www.free-management-ebooks.com/faqap/perfman-02.htm

Performance appraisal process

When going through the below diagram of Vionagwenjason, (2013) Performance management and appraisal process is identifying specific performance goals. 

Figure vi: Google Human Resource Management: Vionagwenjason, (2013)

Source: https://googleforus.wordpress.com/2013/09/02/performance-appraisal/

Performance Appraisal compared with Performance Management

Armstrong and Baron, (2005) describe following main differences of performance Appraisal and Performance Management.

Performance Appraisal	Performance Management
Top down Assessment	Joint process through dialogue
Annual Appraisal Meeting	Continue review with one or more formal reviews
Use of ratings	Rating less common
Monolithic system	Flexible process
Focus on quantified objectives	Focus on values and behaviors as well as objective
Often linked to pay	Less likely to be directly linked to pay
Bureaucratic – complex paperwork	Documentation kept to a minimum
Owned by the HR department	Owned by line mangers

Table i: Performance Appraisal compared with Performance Management 

References

Aguinis, H., (2013). Performance management (Vol. 2). Boston, MA: Pearson.

Armstrong, M. and Baron, A., (2005). Managing performance: performance management in action. CIPD publishing.

Armstrong, M., (2009). Armstrong’s Handbook Of human resource Management practice 11th edition.

Armstrong, M. and Taylor, S., (2014). Armstrong's handbook of human resource management practice. Kogan Page Publishers.

Armstrong, M.(2016) 'Armstrong’s Handbook of Management and Leadership for HR'. 4th ed. New York: Kogan Page.

Bernard Marr, (2018). The Key Tools And Techniques For Performance Management?. [Online]
Available at: https://www.bernardmarr.com/default.asp?contentID=772
[Accessed 18 9 2018].

Davis, J.S., (2001). Approaches to performance appraisal in student affairs. College Student Affairs Journal, 21(1), p.92.

Helen Bristoll, (2018). OSCAR Principles of Performance Management. [Online]
Available at: http://www.free-management-ebooks.com/faqap/perfman-02.htm
[Accessed 18 9 2018].

Ibid, (2018). Performance Management Process. [Online]
Available at: http://www.theiplex.com/global/what-we-do/performance-management
[Accessed 20 9 2018].

Peter Cappelli and Anna Tavis, (2016). The Performance Management Revolution. [Online]
Available at: https://hbr.org/2016/10/the-performance-management-revolution
[Accessed 19 9 2018].

Stuart Hearn, (2017). Stages of the Performance Management Cycle. [Online]
Available at: https://clearreview.com/stages-of-performance-management-cycle/
[Accessed 18 9 2018].

Vionagwenjason, (2013). Google Human Resources Management. [Online]
Available at: https://googleforus.wordpress.com/2013/09/02/performance-appraisal/
[Accessed 21 9 2018].

HRM and the Design of Work (Lecture 5)

Work Design

Work Design is the “study, creation, and modification of the composition, content, structure, and environment within which jobs and roles are enacted concerns who is doing the work, what is done at work, and the interrelationship of the different work elements, and the interplay of job and role enactment with the broader task, social, physical, and organizational context” (Morgeson and Humphrey, 2008).

When going through below diagram of Mishra, (2010) work design is collectively address the issues of job design and work measurement.

Figure i: Work System Design, Job design and Work measurement (Mishra, 2010)

Source: http://www.mbanetbook.co.in/2010/05/pom-work-desing-or-desing-of-work.html

 

Job Design

“Job design specifies the contents, methods and relationships of jobs in order to satisfy work requirements for productivity, efficiency and quality, meet the personal needs of the job holder and thus increase levels of employee engagement” (Armstrong, 2009).

According to Armstrong, (2009) there are three characteristics of all jobs,

1. Job range – the number of operations a job holder performs to complete a task.
2. Job depth – the amount of discretion a job holder must decide job activities and job outcomes.
3. Job relationships – the interpersonal relationships between job holders and their managers and co-workers.

History of Work design

Further it is more clearly understand history of work design when going through the below diagram of Pasquini, (2012). 

Figure ii: Considering the impact of Work Design (Pasquini, 2012)

Source: https://techknowtools.com/2012/10/31/considering-the-impact-of-work-design/

Taylor known as scientific management, is a foundation for management and managerial decisions. Frederick Taylor developed this theory to develop a “science” for every job within an organization (Taylorism).

According to Dahlstrom, (2017), identify four major stages in the last 120 years.

Figure iii: A Brief History of Why Works Sucks (Dahlstrom, 2017)

Source:https://topdog-innovation.com/2017/09/04/a-brief-history-of-why-work-sucks-part-1-of-4-taylorism/

According to the Buchanan, (1994) after Taylorism ‘Maslow’ s influence is clearly stamped across the work design theories and practices of the latter half of the twentieth century. 

Maslow Hierarchy of Needs

Abraham Harold Maslow, An American Psychologist and Philosopher proposed that human beings are driven by different factors at different times. These driving factors are hierarchical, in the sense that we generally start at the bottom layer and work are way up. Maslow wanted to understand what motivated people. He believed that people possess a set of motivation systems unrelated to rewards or unconscious desires (Maslow, 1943). 

Figure iv: Maslow’s Hierarchy of Needs (McLeod, 2018)

Source: https://www.simplypsychology.org/maslow.html

There are some limitations concern on his methodology used in his theory. In his methodology he has used qualitative method called biographical analysis to prove his theory. In this biographical analysis, he has developed qualities as characteristic of specific group of people (McLeod, 2017). When analyzing this from a scientific view there reveals lot of loop holes in this theory.

References

Ajay Mishra, (2010). Work System Design - Job design and Work measurement. [Online]
Available at: http://www.mbanetbook.co.in/2010/05/pom-work-desing-or-desing-of-work.html
[Accessed 13 9 2018].

Armstrong, M., (2009). Armstrong’s Handbook Of human resource Management practice 11th edition.

Laura Pasquini, (2012). Considering the Impact of Work Design. [Online]
Available at: https://techknowtools.com/2012/10/31/considering-the-impact-of-work-design/
[Accessed 13 9 2018].

McLeod, S., (2007). Maslow’s Hierarchy of Needs. Retrieved April 12, 2017.

Maslow, A.H., (1943). A theory of human motivation. Psychological review, 50(4), p.370.

Morgeson, F.P. and Humphrey, S.E., (2008). Job and team design: Toward a more integrative conceptualization of work design. In Research in personnel and human resources management (pp. 39-91). Emerald Group Publishing Limited.

Saul McLeod, (2018). Maslow's Hierarchy of Needs. [Online]
Available at: https://www.simplypsychology.org/maslow.html
[Accessed 13 9 2018].

Tom Dahlström, (2017). A BRIEF HISTORY OF WHY WORK SUCKS. [Online]
Available at: https://topdog-innovation.com/2017/09/04/a-brief-history-of-why-work-sucks-part-1-of-4-taylorism/
[Accessed 13 9 2018].

Employee Relations (Lecture 4)

Employee relations

Employee relations initially known as industrial relations and it is defined the relationship between employer and employee. When employee relations compared with industrial relations, it has a wider concept and recognition in the industry. But today it is focusing on both individual and collective relationships in the workplace, with an increasing emphasis on helping line managers establish trust-based relationships with employees (CIPD, 2018).

According to Blyton and Turnbull, (2004) Employee relations is summarized as per the below,

• Work dominates the lives of most men and women.
• The management of employees, both individually and collectively, remains a central feature of organizational life.
• Within organizations a common interest between management and workforce cannot be assumed, willed, or managed into existence. 

According to Armstrong (2014) employee relations can be define as “Approached and methods adopted by employers to deal with employees either collectively or through their trade unions or individually”.

Importance of Employee Relations

Employee relation helps to build up employee engagement, productivity, motivation and moral in any organization.  Also employee who is in good terms with the manager always feels happy and when he is happy, he works hard, produce better work and this will keep the customer happy which leads to business improvement. Other than these benefits there are some importance in employee relations. ER encourages good organization atmosphere which help to build good understanding and cooperation. Also its helps to clear the issues of an organization (Armstrong and Taylor, 2014).

The parties of employee relations

In any employee relation, it consists of three groups. They are employers, employees, and the government. 

Figure i: Industrial relation system (Naukrihub, 2005)

Source: http://www.naukrihub.com/industrialrelations/industrial-relation-system.html

Processes of industrial relations

Organizations can configure Employee Relations to develop rules, regulations, standards, guidelines, or processes around coaching, discipline, and grievances.

When going through the below diagram that explain process of industrial relations. 

Figure ii: Employee Relations User Guide (Ibid, 2014)

Source: https://docs.infor.com/help_lmhcm_10.2/index.jsp?topic=%2Fcom.lawson.help.user%2Fcom.lawson.help.ltmerug-uw_10.2.0.0%2Findex.html

To understand the nature of the psychological contract

The mutual expectations people have from one another in a relationship of employer - employees are commonly referred to as a psychological contract (Thomas and Singh, 2011).

According to the Amidah, (1998) one of the first writers to use the term psychological contract is define as the mutual understanding between employees and their employers. 

Types of the psychological contract

The three type of psychological contract that (Thomas and Singh, 2011) explained. Those are mentioned below,

• Transnational: Short term employment arrangement with a specific and definite description of duties and responsibilities.

• Relational: Long-term employment arrangements based upon mutual trust and loyalty

• Balanced: opportunity to develop skill sets and for career advancement, based on skills and performance

Employee Voice 

Employee voice refers to employees have in matters of concern to them in their organization. It is defining two-way, that “allows employees to influence events at work and includes the processes of involvement, participation, upward problem solving and upward communication” (Armstrong, 2011).

According to Millward et al, (1992) the Employee voice describe as the ability of employees to influence the actions of the employer.

When going through below diagram it is more understand a framework of employee voice.

Figure iii: A framework for employee voice (Marchington et al., 2001)

References

Armstrong, M. and Taylor, S., (2014). Armstrong's handbook of human resource management practice. Kogan Page Publishers.

Armstrong, M., (2009). Armstrong’s Handbook Of human resource Management practice 11th edition.

Amidah. B. ( 1998). Forms of Prayer for Jewish Workshop, The assembly of Rabbis of the Reform Synagogues of Great Britain, The Reform Synagogues of Great Britain, London, 145

Blyton, P. and Turnbull, P., (2004). The dynamics of employee relations. Macmillan International Higher Education.

Ibid, (2014). Employee Relations User Guide. [Online]

Available at: https://docs.infor.com/help_lmhcm_10.2/index.jsp?topic=%2Fcom.lawson.help.user%2Fcom.lawson.help.ltmerug-uw_10.2.0.0%2Findex.html [Accessed 10 9 2018].

Millward, N, Stevens, M, Smart, D and Hawes, W R (1992) Workplace Industrial Relations in Transition, Dartmouth Publishing, Hampshire

Marchington, M, Wilkinson, A, Ackers, P and Dundon, A (2001) Management Choice and Employee Voice, CIPD, London

Thomas A, Singh N, (2011). Psychological Contract and its Relevance in Fast-Food Industry. Journal of Economics and Behavioral Studies, 3(6), pp. 337,338.