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MAT 404 Inferential Statistics For Research
MAT 404 Inferential Statistics For Research
AND
THE PSYCHOLOGICAL CONTRACT
By
Ahmed Sheikh
Zeeshan Muneer Siddique
Muhammad Qasim
Raza Abbas Zaidi
Barkat Ullah Qadri
MAT-404
Inferential Statistics for Research
Sir Muhammad Haris Hayat
1
2
EMPLOYEE WELL BEING
AND
THE PSYCHOLOGICAL CONTRACT
By
Ahmed Sheikh
Zeeshan Muneer Siddique
Muhammad Qasim
Raza Abbas Zaidi
Barkat Ullah Qadri
MAT-404
Inferential Statistics for Research
Sir Muhammad Haris Hayat
3
Acknowledgment
At first we would like to thank our course instructor Mr. Muhammad Haris
Hayat, who has supported and guided us, and helped us in preparing the
foundations of this pilot research all throughout this research and without
his help and guidance we would not have been able to complete this
research. His teachings were a guiding light for us all throughout this
research and the compilation of the report. We are very thankful to him.
We would also like to take this opportunity to thank all of the Human
Resource executives and employees, as without their support this research
would not have been possible and that they took out time from there busy
schedules to help us for the completion of this report.
4
Executive Summary
People know the thing to assume, we twist up to work, done that was
required by the organization and the organization provided the security and
future development. It was very difficult relationship and for the most of
organizations it worked very good, providing them with honesty, faith,
committed and steady work force.
• Business institutions are not more stable nor long lived in future-
unpredictability overcome and job insurance is no more proposed by
the organizations who are less afraid to maintain a stable work force.
• Flexibility, adjustability and pace of feedback are all very crucial and
employee roles can be likely to continual change- constancy and
uniformity are generally no more available for the employees in the
organizations.
5
• Learner employers can make great appeal on an individual’s employees
of the company and they are less likely to accept those people who are
no more accurately fit to their requirements.
• Due to this the one thing which also effects on employee and that is its
well-being on work which causes much on an individual’s
performance.
And the keygoal/aim of this study is to disclose the link b/w the
psychological contract and the employee well being in an organization.
The data collected for the research is conducted through primary source.
The instrument for the collection of data is questionnaire, having 33
questions in it and having 5 choices containing in each question and the
questions are divided along with both the variables so that the person who
is filling it out can feel and understand easily.
The analysis of the regression has been done to check the stability and the
authentication of the variables.
6
Table of Contents
3
Introduction 8
4
Variables 10
5
Results 14
6
Conclusion 18
7
Recommendations 18
8
References 20
9 24
Appendix
7
Introduction
8
between them. The image or approach of the psychological contract is a
crucial one so anybody get involved in it with reward administration
because it is very much anxious with explaining and meeting assumptions
anxious pay, performance and the establishment and application of
expertise and personal skills.
Problem Statement:
People know the thing to assume, we twist up to work, done that was
required by the organization and the organization provided the security and
future development. It was very difficult relationship and for the most of
organizations it worked very good, providing them with honesty, faith,
committed and steady work force.
• Business institutions are not more stable nor long lived in future-
unpredictability overcome and job insurance is no more proposed by the
organizations who are less afraid to maintain a stable work force.
• Flexibility, adjustability and pace of feedback are all very crucial and
employee roles can be likely to continual change- constancy and
uniformity are generally no more available for the employees in the
organizations.
• Due to this the one thing which also effects on employee and that is its
well-being on work which causes much on an individual’s performance.
9
Many companies are now accomplishing that the strides have to be
appropriated to create bond and to provide the extension for oblique career
development and improvement in expertise and intelligence through
different events for learning.
And the key goal/aim of this study is to disclose the link among the
employee well being and the psychological contract in an organization.
Variables
Psychological Contract
Psychological contract is give and take between the "wants" and "offers"
surrounded by individuals, the employees and the employers. When there
is an engagement between them that what is needed by the employees and
what is proposed by the organizations, we are talking of the psychological
contract. So, as such with any kind of the contract, the contract named
psychological contract contains a conversion between individuals the
employees and the employers. Distinct from the other kinds of the contract
yet, is that the psychological contract doesn’t mean that it contains
substantial products or services but fairly intangible goods determine that
how public feel and act (Makin et al. 1996)
10
limit to which the employees and the organizations hold different kind of
assumptions which threaten the terms and the contents of this contract.
Dainty., et al. (2004) also defined about the psychological contract in the
structure design and create that the promises or commitments were built
about the debatable arrangement such as assuring the equal & stable
salaries / wages to the employees of an organization and perk advantages,
and comparative form contained realization of input against the
organizational development, training, job security / safety, career growth
and charm, realization and assessment on the performance, equality and
justice in the 5 things i.e. staff methods, help on the personal bias and
family linked issues, consultations, and elevations.
11
working times, and the job period. And the relational component relates to
the career anticipation, duties, and work area convenience.
Highly serviceable employees feels that they are able of dealing with
present and in future advancements, in addition to the differences in the
psychological contract, and it is fairly to acknowledge their well being (De
Cuyper et al., 2008).
The attributes of the employee well being to the psychic, substantial and
behavioral well being of the staff of the organizations and assumes that \the
specific assessment of employee's work background is helpful to one’s well
being (Cartwright and Cooper, 2009)
Guest, Isakson & De Witte (2010) they used a signal of achievement on job
and in a life, psychic health, inflammation, disquiet and dejection and the
job life equity to allot work-relevant well being as resulted factor in their
psychological contract study. Although serviceable employees can be
12
favorable to the company, the specific kind of a relationship b/w
employability and hope to leave remains a matter for the employer.
13
Results
Table – 1
Reliability Statistics
Cronbach's
Alpha N of Items
.978 16
Table – 2
Reliability Statistics
Cronbach's
Alpha N of Items
.985 17
14
Table - 3
Model Summary
The ‘R’ value shows the Coefficients of the Correlation which is the
numerical measurement of strength of the linear relationship between the
two variables. The ‘R’ value (.981a) showing that there is a positive
correlation between the Independent Variable, psychological contract and
the Dependent Variable employee well being.
15
Table – 4
ANOVAa
Total 130.271 99
The ‘F’ statistics (2572.301) shows the consolidation of the variable, and
the overall significance of the model. It means that the independent
variable, psychological contract on Dependent variable employee wellbeing
model is overall significant and fit.
16
Table - 5
Coefficientsa
Standardized
Unstandardized Coefficients Coefficients
17
Conclusion
As this research which is showing a relationship between employees well being
and the psychological contract and we can clearly see through the statistical
results of this that psychological contract is dependent on employee well being
and there is a significant relationship between both of them. And if there is a rise
in the units of the psychological contract of any employee then than there is a
significant increase in the well being of that employee.
Recommendations
Here is what I will recommend for the organizations working in Pakistan to
follow, in order to take in the shape and define the psychological contract,
create a more productive employment relationship, and rises in the
employment commitment and hence to increase productivity.
Create performance management systems, which could make sure that the
performance, contributions and the competence assumptions are discussed
agreed and reviewed regularly
18
Strengthen up the maximum volume of the contact between the managers,
the team leaders and the employees
Create a total reward approach and make it sure that they are implemented
equally, fairly and consistently
Reward people according to their establishing the competence and the skills
Create team reward system that emphasize the importance of the team work,
flexibility and multi skilling
Human Resource practices and that how they operate which are critical
consequences in developing a positive psychological contract and the high
organizational performance and contributions. Hence Human Resources
professionals should have to implement their ability to respond to problems
which raised and create a positive factor of the psychological contract in the
organization.
Make sure that the truly capable and talented employees are correctly
classified. You can only give the best career choices to a few employees.
Poor classification risks give the wrong people the best breaks while the
genuinely capable and the talented people leave or quit to work elsewhere.
19
References
20
Guest, D. (2000). The psychological contract in the public sector: The
results of the 2000 CIPD survey of the employment relationship. CIPD
Publishing.
21
Sels, L., Janssens, M., & Van den Brande, I. (2004).Assessing the nature of
psychological contracts: a validation of six dimensions. Journal of
Organizational Behavior, 25(4), 461-488.
22
Fiske, S. T., & Taylor, S. E. (1984).Social cognition reading. MA: Addison-
Wesley.
Ho, V. T., & Levesque, L. L. (2005). With a little help from my friends
(and substitutes): Social referents and influence in psychological contract
fulfillment. Organization Science, 16(3), 275-289.
Ng, T. W., & Feldman, D. C. (2008). Can you get a better deal elsewhere?
The effects of psychological contract reliability on organizational
commitment over time. Journal of Vocational Behavior, 73(2), 268-277.
23
contracts?. The International Journal of Human Resource
Management, 22(07), 1486-1503.
Gracia, F. J., Silla, I., Silla, J. M. P., & Ferreira, L. F. (2007).The state of
the psychological contract and its relation to employees' psychological
health. Psychology in Spain, (11), 33-41.
24
Appendix
NAME:
GENDER:
AGE GROUP: 18-21 21-25 26-30 30 & Above
EMPLOYEE WELLBEING
STRO
NGL
S.N STRONGLY DISAGR DON'T AGRE
Y
O DISAGREE EE KNOW E
AGR
QUESTIONS EE
25
Are you ready to seek job assignments
7 that would enhance your career?
PHYSCHOLOGICAL CONTRACT
DON'
S.N STRONGY DISAGR T AGRE STRONGLY
QUESTIONS
O DISAGREE EE KNO E AGREE
W
Do you trust your immediate
1 manager to look after your best
interests?
Are you involved in the decision
2
making regarding your department?
Is there a load on you with a lot of
3
work?
Are you heavily involved in the
4
place of work?
26
Is there a consistent and fare basis
5
for allocating benefits?
Are allowances of various kinds
offered to
6
compensate for specific
circumstances?
Do you get an opportunity to learn
and develop your
7
professional capabilities by on the
job training?
Are you satisfied with the Pension
8
scheme?
Do you find the current reward
9 system in
your organization motivational?
Your employer pays you less and
10
gets more work done?
Does your employer provide you
11 with the resources
required to complete your job?
Does your employer provide you
12 with opportunities
for promotion?
Does your employer provide you
13
job security?
Does your employer provide you
14
fair pay for the work?
You are doing this job just for the
15
money?
Your career path in the
16
organization is clearly mapped out?
You are motivated to contribute
100% to this company
17
in return for future employment
benefits?
27