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Mutual obligations and expectations of the employee and the employer

Student: Kiseleva Anastasiya

Supervisor: Anna Gogoleva

Faculty: Faculty of Management

Educational Programme: Bachelor

Year of Graduation: 2014

<p>The aims of the project are to evaluate the influence of the psychological contract on the employee performance and the development of the organization as a whole, for example&nbsp; LLC &quot;Saws United&quot; , &nbsp;and to set recommendations for reduction the level of misunderstanding of mutual obligations and expectations. To achieve the strategic goals number of tactic tasks has been worked out:</p><p style="margin-left:35.4pt;">1. Study of mutual obligations and expectations between employees (sales managers) and company top management</p><p style="margin-left:35.4pt;">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; a. interviews with the CEO</p><p style="margin-left:70.8pt;">b. questioning employees of&nbsp; the category in caption;</p><p>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; 2. Analysis of existing contradictions, identification of interdependent criteria;</p><p style="margin-left:35.4pt;">3. Identification of the correlation between the existing psychological contract with employee and his financial performance</p><p>To perform the set tasks qualitative methods are used such as interviews and questionnaires for data collection; and quantitative methods: frequency and correlation analyses for processing the collected data and confirm the below hypotheses:</p><p style="margin-left:35.4pt;">1. There is misunderstanding of mutual obligations and expectations between the sales-managers and CEO</p><p style="margin-left:35.4pt;">2. The productivity of employee has a direct linear dependence on the execution of the psychological contract.</p><p>Chapter 1 explains the basic concepts of the psychological contract and its components, types of reactions of employees at its violation, based on the papers of Denise M. Rousseau, Robinson and Morison and others, gives an overview of the practical studies on the subject, and also provides theoretical framework on methods applied in practice.<br />Chapter 2 describes the organization subject to overview, directions of its activities, stages of development, distinctive features of human resources management policy, and how the mutual obligations and expectations of the employee and the employer are formed and changed. There are detailed analysis of obtained data, and analyzes the sales managers&rsquo; performance over the last year.</p><p>Analysis the data confirmed both hypotheses. And also sufficient information has been collected to set the recommendations for management for reduction the level of misunderstanding of mutual obligations and expectations:</p><p style="margin-left:35.4pt;">1. When you are carrying out the company policy to &nbsp;increase the volume of sales, it is also necessary to consider the influence of the general conditions of labor and employees&rsquo; satisfaction by employer&rsquo;s sequence in meet his promises on the process.</p><p style="margin-left:35.4pt;">2. it is necessary to pay more attention to employees who have worked in the organization over 1-3 years.</p><p style="margin-left:35.4pt;">3. It is necessary to develop programs of training and adaptation.</p><p style="margin-left:35.4pt;">4. When &nbsp;you applying candidate for a job, it is necessary to explain the advantages of working in the company, focusing on horizontal rotation and professional development of employee in case of successful execution of the plan of sales, but not on career prospects, which, in reality, cannot be ensured.</p><p style="margin-left:35.4pt;">5. The CEO should listen to the opinions of their subordinates and their complaints, and if their ideas cannot found application in the policy of the company or at the decision of various questions - explain to them the reason of declining it.</p>

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