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英国hr硕士毕业论文Conducting Psychological contracts through Human resource practices: both HR managers and employees’ understanding of the perspective of retention management

The psychological contract means the subjective faith of the employees and the organization on their rights and compulsories. Apart from the traditional tangible and written contracts such as labour contract, organizational regulations, rules and so on, the psychological contracts are formed according to these tangible contracts and some other factors, such as what are the roles of the organizations and the employees, as well as what rights they can enjoy. The psychological contracts are always connotative and always different from person to person, while they are the important factor that influences the behaviours of the organization. Therefore, in the practices of human resource management, consciously and designedly conducting and managing the employees’ psychological contracts are absolutely a necessity.

心理契约是指员工的主观信念和对他们的权利和义务的组织。除了传统的有形的和书面合同，如劳动合同，组织规章，规则等等，心理契约是根据这些有形的合同和一些其他因素形成的，如对组织和员工的角色是什么，以及他们可以享受什么权利。心理契约是隐含的，从人到人总是不同的，而他们是影响组织行为的重要因素。因此，在人力资源管理实践，自觉地、有计划地开展与员工心理契约管理是绝对必要的。

Table of Contents

Chapter One Literature Review 1
1.1 Psychological Contract 1
1.1.1 External Factors 2
1.1.2 Internal Procedure 2
1.1.3 Effectiveness of psychological contract 3
1.2. Employee Retention 4
1.2.1 Concepts and influencing factors 4
1.2.2 Significance of employee retention 6
Chapter Two Research Introduction 8
2.1 Statement of the Research Problem 8
2.2 Research Questions 9
2.3 Significance and limitations of the study 10
2.4 Study Organization 10
Chapter Three Methodology 12
3.1 Introduction 12
3.2 Area of study 12
3.3 Research Approach 12
3.4 Research design 14
3.5 Participants and the Sample Size 15
3.6 Ethical issues 16
Chapter Four Findings 17
4.1 Telephone interview 17
4.1.1 The contents of psychological contract 17
4.1.2 Principal influencing factors 18
4.1.3 The defects of the staff psychological contract 19
4.2 Questionnaire 20
4.2.1 Formation of the questionnaire 21
4.2.2 Object of study 21
4.2.3 Research materials 22
4.2.4 Research program 22
4.2.5 Statistical tools 22
4.2.6 Results and analyses of questionnaire 22
Chapter Five Discussion and Suggestion 27
5.1 Incentive strategy based on the compensation benefit 27
5.1.1 Fair and competitive payment systems 27
5.1.2 Knowledge capitalization 28
5.2 Incentive strategies based on interpersonal relationship 30
5.2.1 Shared vision 30
5.2.2 Enterprise culture 31
5.2.3 Suitable environment of communication 32
5.2.4 Emotional Incentives 33
5.3 Incentive strategies based on employees’ development 34
5.3.1 Career development and educational training 34
5.3.2 Creating meaningful work 35
5.3.3 Empowering and entrusting the employees 35
Conclusion 38
Bibliography 39
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