Relationship between establishment of psychological contract and job performance of human resource managers

Abstract

The psychological contract represents the mutual beliefs, perceptions and informal obligations between an employer and an employee. For human resource managers, the establishment of psychological contract has a great impact on their job performance. To identify the impact, this paperfirstly examines the composition of psychological contract and job performance of human resource managers according to relevant literature. Specifically, the psychological contract was divided into transaction type, relationship type and development type, while the job performance of employees into task performance, relationship performance and innovation performance. On this basis, an investigation was carried out among human resource managers at different levels in 30 enterprises in Guangdong, China. The 40-point scale was used to measure each dimension of psychological contract and job performance. Then, the survey data were analyzed from the perspectives of gender, education level, working years and managerial level. The results show that the psychological contract is affected by both individual psychology and external psychological environment; there is a positive correlation between psychological contract and job performance, and between each dimension of the two factors. The research results provide new insights into the relationship between individual psychological factors, psychological contract, and job performance.