Prevention is better than governance, especially when dealing with people who misrepresent the organization's mistakes. HR who knows how to manage the psychological contract is based on trust and commitment, and uses the following methods to minimize the risk of psychological contract breakdown.
1. A sound psychological contract is an organization's commitment that aims to develop a relationship of trust between managers and employees, as well as the communication and integrity needed to promote that trust.
2. People communicate psychological contracts through oral discussions, written documents, or organizational practices. Managers should recognize that when they discuss employee or managerial responsibilities, they are always setting an example and shaping expectations.
3. Ensure that the interviewer should provide consistent information to new hires and align all people and things that affect contractual expectations, including senior management, HR managers, direct supervisors, mentors, colleagues, personnel policies and announcements, etc.
4. For many employees, the intrinsic dimensions of the psychological contract (e.g., open communication, managerial help, challenging and interesting work discussions, and employee compensation) are equally important and should be managed with the interviewee.
5. Conduct a preview of real jobs when recruiting, so that new hires have accurate expectations. No one exaggerates the quality of a job or organization just to attract employees, because once the "East Window Incident" happens, employees will feel completely disillusioned and leave the organization.
6. Promises should be clearly recorded, as verbal promises can be easily forgotten or confused: This problem is exacerbated when the boss makes a change without leaving a record, and the new boss should not clean up the psychological contract of the previous boss, because it is difficult for the new boss to build a good relationship with the employees when they need to find out whether they really owe the employee or if the employee is taking advantage of the new boss.
7. Recruit training is an opportunity to clarify mutual expectations and responsibilities, and it also helps new hires succeed.
8. Managers should be able to discern cultural differences that can affect psychological contracts, trust, and commitment.
9. Individual interviews, focus group interviews, or employee opinion surveys can be used to test both parties' interpretations of the psychological contract.
10. If the breakdown of the psychological contract is caused by factors beyond the control of the organization, these factors should be communicated to the employee promptly and effectively.
11. Before an organization makes a change that could break the psychological contract, the reasons for the change should be made public, and the possible changes in the psychological contract should be understood and a new contract should be established that is as fair as possible.
12. Rewards given by the organization shall be distributed equitably according to the contributions of employees.
13. Valuable employees should be given interesting and challenging work and skills development training to make them want to stay with the organization.
14. Staff training represents an investment in employees, and if this message is conveyed, the quality of the training will be very high.
15. Performance review interviews should be presented as an opportunity to discuss expectations, responsibilities and rewards openly and honestly.
16. Sensitivity and responsiveness to the values and expectations of employees of different generations should be encouraged in the organization, and these groups should be helped to understand each other and prevent conflicts between generations.
17. No rude behavior should be tolerated. When employees show disrespect, immediate action should be taken, and they should also be held accountable for their actions. Even if a necessary dismissal occurs, there should be no exceptions.
18. Candidates should be carefully screened to check their work history for rudeness.
19. Comprehensive feedback should be received to enable employees to anonymously point out the rude behavior of more powerful employees.
20. Conduct post-departure interviews to see if there is a loss of employees due to rude behavior or loss of psychological contracts.