Promoting Effective Psychological Contracts Through Leadership:  The Missing Link Between HR Strategy and Performance

Aoife M. Mcdermott; Edel Conway; Denise M. Rousseau; Patrick C. Flood

doi:10.1002/hrm.21529

Promoting Effective Psychological Contracts Through Leadership: The Missing Link Between HR Strategy and Performance

Aoife M. Mcdermott^*, Edel Conway, Denise M. Rousseau, Patrick C. Flood

^*Corresponding author for this work

Research output: Contribution to journal › Article › peer-review

Abstract

This article offers line managers and HR professionals an actionable, research-based framework for developing psychological contracts with employees that suit their organizational and human resource (HR) strategy. Leadership styles supporting the firm's HR strategy are key to making psychological contracts that benefit both the firm and its members. When managers' styles are out of sync with HR strategy, this mismatch can lead to poorer performance through ineffective and unfulfilled psychological contracts with workers.

Original language	English
Pages (from-to)	289-310
Number of pages	22
Journal	Human Resource Management
Volume	52
Issue number	2
DOIs	https://doi.org/10.1002/hrm.21529
Publication status	Published - 25 Mar 2013

Keywords

Leadership
Line manager/employee relations
Psychological contract
Strategic HR

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10.1002/hrm.21529

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Promoting Effective Psychological Contracts Through Leadership: The Missing Link Between HR Strategy and Performance

Abstract

Keywords

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