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The Psychological Contract: Managing the Joining-up Process

The Psychological Contract: Managing the Joining-up Process John Paul Kotter The Psychological Contract: Managing the Joining-Up Process A growing number of organizations in recent present research that argues the following points: years have been reporting problems that center I. Early experiences (the joining-up period) have around getting the new man, often a recent a major effect on an individual's later career in college graduate, "on board." These problems an organization. Specifically, early experiences take on many forms: can significantly affect job satisfaction, employee • Some organizations have reported as much as attitude, productivity level, and turnover. a 50 percent turnover rate of new men after 2. Efficient management of the joining-up pro­ their first year of work. cess can save an organization a great deal of • Recently, some corporations have complained money by making employees more efficient about a generation gap between new men and faster, by increasing job satisfaction, morale and older managers which was putting a severe productivity, by decreasing turnover, by increas­ strain on their organization. ing the amount of creativity, by decreasing • Other companies complain about the loss of counterproductive conflict and tension, and by creativity, innovativeness and energy in their increasing the number of truly effective members new employees http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png California Management Review SAGE

The Psychological Contract: Managing the Joining-up Process

Kotter, John Paul
California Management Review , Volume 15 (3): 9 – Apr 1, 1973
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References (5)

Publisher
SAGE
Copyright
© 1973 The Regents of the University of California
ISSN
0008-1256
eISSN
2162-8564
DOI
10.2307/41164442
Publisher site
See Article on Publisher Site

Abstract

John Paul Kotter The Psychological Contract: Managing the Joining-Up Process A growing number of organizations in recent present research that argues the following points: years have been reporting problems that center I. Early experiences (the joining-up period) have around getting the new man, often a recent a major effect on an individual's later career in college graduate, "on board." These problems an organization. Specifically, early experiences take on many forms: can significantly affect job satisfaction, employee • Some organizations have reported as much as attitude, productivity level, and turnover. a 50 percent turnover rate of new men after 2. Efficient management of the joining-up pro­ their first year of work. cess can save an organization a great deal of • Recently, some corporations have complained money by making employees more efficient about a generation gap between new men and faster, by increasing job satisfaction, morale and older managers which was putting a severe productivity, by decreasing turnover, by increas­ strain on their organization. ing the amount of creativity, by decreasing • Other companies complain about the loss of counterproductive conflict and tension, and by creativity, innovativeness and energy in their increasing the number of truly effective members new employees

Journal

California Management Review – SAGE

Published: Apr 1, 1973

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