Psychological Contract Theories - agree with
Tasks are what the therapist and client agree need to be done to reach the client's goals. Goals are what the client hopes to gain from therapy, based on their presenting concerns. The bond forms from trust and confidence that the tasks will bring the client closer to their goals. Research on the working alliance suggests that it is a strong predictor of psychotherapy or counseling client outcome. Generally, an alliance that experiences a rupture that is repaired is related to better outcomes than an alliance with no ruptures, or an alliance with a rupture that is not repaired. Also, in successful cases of brief therapy, the working alliance has been found to follow a high-low-high pattern over the course of the therapy. These include the three core conditions: congruence, unconditional positive regard , and empathy. Rogers ; stated that there are six necessary and sufficient conditions required for therapeutic change:[6]— Therapist—client psychological contact: a relationship between client and therapist must exist, and it must be a relationship in which each person's perception of the other is important.Psychological Contract Theories - sorry
Cost-benefit analyses 'The Psychological Contract' is an increasingly relevant aspect of workplace relationships and wider human behaviour. Descriptions and definitions of the Psychological Contract first emerged in the s, notably in the work of organizational and behavioural theorists Chris Argyris and Edgar Schein. Many other experts have contributed ideas to the subject since then, and continue to do so, either specifically focusing on the the Psychological Contract, or approaching it from a particular perspective, of which there are many. The Psychological Contract is a deep and varied concept and is open to a wide range of interpretations and theoretical studies. Primarily, the Psychological Contract refers to the relationship between an employer and its employees, and specifically concerns mutual expectations of inputs and outcomes. The Psychological Contract is usually seen from the standpoint or feelings of employees, although a full appreciation requires it to be understood from both sides. Simply, in an employment context, the Psychological Contract is the fairness or balance typically as perceived by the employee between: how the employee is treated by the employer, and what the employee puts into the job. The words 'employees' or 'staff' or 'workforce' are equally appropriate in the above description. Psychological Contract Theories
In this article, we investigate how one specific practice, leaders' public recognition of a job well done i. Based on expectancy violations, psychological contracts, and turnover research, we predicted that subordinates would be more likely to leave an organization if their leader took credit for their work, but only if the credit taking violated subordinates' expectations. In a Psychological Contract Theories survey of organizational employees, we found that the effects of credit taking on turnover were negated when subordinates' expectations and here credit allocation behavior were aligned.
However, when leaders' credit behavior came as a surprise, participants responded negatively when expectations were not met and positively when expectations were exceeded. We discuss the implications of these results for both theory and practice. Publication Name.]
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