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Question 2. What is a psychological contract? Critically analyse to what extent is it significant in the management and engagement of people within organisations? 问题2.什么是心理契约？批判性地分析到什么程度是它在人组织内部管理和参与显著？

回答：Answer:
Per Finchham and Rhodes （1999年），心理契约代表雇主和雇员，其中包括预期，信念，和非正式的义务等从一方向另一方之间的非正式的和不成文的理解。这不是写在正式的文件，但它的普遍接受，大多数人在组织中的应用。一般情况下，心理契约具有许多独特的角色，因为它是无形的，动态的和心理上的人组织内接受。这些特征使它成为人们组织内部管理和参与非常重要。
心理契约的概念是在人们因为以下原因组织内部管理和参与非常重要。首先，它是正式合同直接的人做什么显著补充。而人们往往更多地依靠比组织内的日常生活中的心理契约心理契约。二，心理契约可以更好地激发员工的主观能动性，使企业更好。第三个原因是，心理契约可以显著影响为员工和组织，这将最终决定个人和组织成功的长期发展预期。
Per Finchham and Rhodes (1999), psychological contract represents the informal and unwritten understands between employer and employee, which includes expectations, beliefs, and informal obligations etc from one party to another. It’s not written in formal documents, but it’s generally accepted and applied by most people in the organisation. In general, psychological contract has many unique characters as it’s invisible, dynamic and psychologically accepted by people within organisations. These characters make it become important in the management and engagement of people within organisations.

The concept of psychological contract is important in the management and engagement of people within organisations because of the following reason. First of all, it is a significant complement for the formal contract to direct people what to do. And people often rely more on psychological contract than psychological contract in their daily lives within organisation. Second, the psychological contract can better motivate the employees’ subjective initiatives to make the organisation better. The third reason is that the psychological contract can significantly affect the long term development expectation for both employees and organisations, which will ultimately decide the success of individuals and organisations.

The first reason for the significance of psychological contract is that it has a strong power to affect the people’s behaviour. Rules can be effective to manage people (Fitzpatrick 2002). In the organisation, the rules are mainly presented as contracts. The psychological contract is an important supplement to the formal contract. By Huczynski and Buchannan (2004), the relations between people within the organisation are not only bound by written contract but also by psychological contract, in many circumstances the latter can be even more influential. Naturally, the human behaviours and mutual interaction in the organisation can be very complex. Given the limitation of words and human understanding, it is both unnecessary and impossible to write down all rights and duties in detail to the formal contract, but only some most significant clauses like salary, welfare and working hours, etc will be drawn down. Those which are not written can only be complemented by the psychological contract, like the employee should keep respect to the customers or the employer should take care of the employee, etc. It’s understandable that these unwritten contents can be lots more than those which are written. Because of that, people will more likely to rely on psychological contract in their daily lives within the organisation, and thus the psychological contract has strong powers in the management and engagement of people within organisations.

The second reason of significance of psychol