GIbney, Raymond Francis Cognitive organizational obstruction: Its nature, antecedents and consequences. Doctoral Dissertation, University of Pittsburgh. The concept of cognitive organizational obstruction is developed in this dissertation. Cognitive organizational obstruction is defined as an employee's global belief that the organization obstructs, hinders or interferes with the accomplishment of his or her goals and objectives and is a detriment to his or her well-being. In addition to developing the COO construct, COO is theoretically differentiated from the related constructs of psychological contract breach, perceived organizational support, organizational politics and organizational frustration.
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In recent times, there seems to be a competition among many organizations in a bid to become the employer of choice. The psychological contract which is the mutual and unwritten relationship that exists between employees and employers, have been seen as a major tool in standing out in the competition. The importance of the psychological contract cannot therefore be overemphasized. In order to attract high quality employees, organizations must make and keep its promises. Also, in order to receive the best, the employee must also make and keep his promises. It is the extent to which both parties keep their promises that defines the management of the psychological contract.
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Psychological contracts can be defined as the informal and unwritten agreement between organisations and employees Conway et al, The term psychological contract can be used to describe a combination of mutual beliefs and informal obligations that exist between an employee and an employer. It is quite different to written contracts that are more formal and acceptable in the court of law for the fact that they are printed on paper and can be reviewed by third parties.