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Psychological Contract Perception And Contractual Employee Performance, Robin Roberts, Stephanie Douglas Ph.D.

Publications

Contractual, short‐term employees are increasingly utilized to support organizational performance. The employee's perception of the psychological contract were explored in this qualitative study through semi‐structured interviews of 22 contractual workers. Psychological contract was fulfilled through transactional job tasks and psychological contract breaches were found in relationships with leadership and the organization. An exploratory examination from the contractual worker lens helped to influence the psychological contract on the employee performance and its use in leveraging this workforce to improve organizational performance.

Short Term Effects Of The Retrenchment Exercise On Individual And Organisational Performance In The Uganda Civil Service: Part Ii, Ibpp Editor

International Bulletin of Political Psychology

IBPP Note. The concluding segment of this article provides theory, empirical data, and analysis on some political psychological consequences of organizational retrenchment in a political bureaucracy within a country often unattended to by Western researchers. It was written by Dr. Peter Baguma, Senior Lecturer, Institute of Psychology, Makerere University, Kampala, Uganda, and International Editor, IBPP. Dr. Baguma can be reached at uparipari@mulib.ac.ug.

Abstract. This study set out to assess the short-term effects of a retrenchment exercise on individual and organisational performance in the Uganda civil service. In all, 247 senior and lower rank employees from 6 civil service ministries were …

Short Term Effects Of The Retrenchment Exercise On Individual And Organisational Performance In The Uganda Civil Service: Part I, Peter Baguma

International Bulletin of Political Psychology

This study set out to assess the short-term effects of a retrenchment exercise on individual and organisational performance in the Uganda civil service. In all, 247 senior and lower rank employees from 6 civil service ministries were administered a questionnaire that measured individual performance, factors hindering employee performance and suggestions on how performance could be improved, and organisational performance factors. The majority of participants reported retrenchment had positive or unknown effects on individual performance. Factors hindering employee performance were inadequate funding, lack of motivation, work overload, and lack of tools--to mention but a few. Providing a living wage, improved incentives, …