英语论文网

yment has changed and focused more on short-term initiatives, so too has the psychological contract as a consequence from relational to transactional. In depth, regional contracts are characterised by high degrees of mutual interdependence and happen 'where the development of company specific skills is traded for long-term career development, training and development and job security'. Cooper C.L (2002).

Whereas transactional contracts are known for short-term contracts, and characterised by economic factors with limited financial focus. Considering that the employment relationship is now short-term, employees' are interested in maximising their working experience by gaining the necessary training and development skills, which they can acquire with experience and develop personally for their own career progression. Wellin (2007) develops the idea that since employees see that their work will only be short-term they will try to acquire 'knowledge, skills and expertise that will make them marketable in case their relationship with the organisation ends' Wellin (2007).

It can be said that the current business environment and harsh realities that organisations are facing with the recessions and financial crisis the traditional model of job security, career training and progression, pay incentives in return for motivation, commitment, trust and loyalty, are now a thing of the past. Wellin (2007). As a result the common understanding of this new cultural change whereby employees work with less security but with more incentives and motivations to make themselves an attractive proposition and more employable in their career development and progression.

In today's context organisations have shifted away from the world of providing opportunities for advancement and progression for opportunities to improve employees' marketability and employability'. Wellin (2007). It has become common that organisations provide the platform for employee's to increase their skills, overall knowledge and promote them as more employable, as well as aid their training and development with their existing jobs.

The role of the motivation in the psychological Contract
There are two elements of the psychological contract these are the transactional and relational element. For us to understand the role of motivation the psychological contract plays we need to understand these two factors. Firstly the transactional element concerns economic factors, involving the micro and macro business environment. The second is the relational element and this is formed on the basis of long-term trust, mutual respect and loyalty. The principle is based on the employers providing job security, training and progression prospects, and flexibility in return the employees will be motivated, committed and loyal to their employer in order to achieve and maximum performance targets and objectives.

Due to the revolution of globalisation over the last decade, employers have faced increasing difficulty to sustain some of the relational elements. The adverse effects of recessions in the eighties have made it difficult for organisations to safeguard job security, training and incentives. In this context the psychological contract proves a mammoth task to manage effectively and efficiently.

According to Maslow's hierarchy of needs theory, people will achieve the best of their ability and maximise their pot