Jean Brading explains how the psychological contract has a crucial role to play in retaining valuable sick or injured workers, and maintaining the motivation and engagement of those around them.
As HR professionals will know, the psychological contract (PC) is one way of thinking about behaviour at work and has been shown to play a crucial part in the nature of the employer/employee relationship.
When things are going well, there may be no apparent need to question the nature or quality of the relationship, but what happens when someone becomes ill or injured, and has to be off work? What is the impact of the psychological contract on rehabilitation and job retention?
What is meant by the psychological contract?
The PC refers to the set of expectations that the employee and the employer have about each other's behaviours. It differs from the legal contract, in that it is not often made explicit and is not written down – it's all about perceptions. It's an evolving, unfolding thing that changes as circumstances change – and is based on reciprocity. By and large, you get out what you put in.
Interestingly, despite the popularity of the concept of the PC, there is not as yet much evidence as to exactly how it is used in organisations. We do know, though, that key elements of the PC are fairness, trust, and delivery of the deal, as perceived by the parties. Without a positive PC, that holds up under the sort of pressure that illness or absence puts on it, there can be a sense of breach of trust, paving the way for resentment and in extreme cases, litigation.
Handling injuries or illness
When someone goes off sick, even if it is a case of repeated minor absences rather than a long-term illness, it is crucial that the employer pays attention to the expectations that might influence the person's reaction to any intervention.
We all know that the sooner the employer gets in touch with the sick person, the better. However, the question is: how best to balance this against the need for privacy? Could early intervention, itself shown to be beneficial in terms of a speedy return to work, somehow cause a feeling of victimhood and breach of the PC?
So the trick is to make sure that through your policies and general progressive HR practices, you underpin a positive work culture. This means not just saying the right things (we are all sceptical of those wonderful espoused values that are pinned up on the wall but fall at the first hurdle of inept management).
It means enacting them in everyday terms and being aware of all the psychological processes that might be lurking under the surface of the staff member's reactions. It really is a case of viewing each person as an individual. But how best to work out where they are coming from?
What if there is a negative culture or sub-culture within the organisation?
It may take time, but you can change it. If the outcomes you desire are just not happening, consider how your staff might be influenced to achieve these outcomes. If they are feeling undervalued or insufficiently rewarded, for example, you can do one or more of three things: impose change, improve communication; or negotiate.
Promoting a common frame of reference and encouraging employees to be critically self-reflective in order to try and reduce the number of times they engage in cognitive biases – that is, assuming for example that what they believe is what everyone believes – will be of enormous help.
But all the above takes time and effort, I hear you cry. Is there really enough justification for thinking about all this? Whose responsibility is it anyway?
The dangers of ignoring the psychological contract
This isn't just something that can be left with HR. Woe betide any manager who does not pay enough attention to the PC, especially where illness or injury are involved.
Research has shown that undervaluing its importance can lead to a range of unhelpful behaviours, including disenchantment with the workplace, and expensive and inconvenient absence. In turn this may negatively affect the colleagues of the injured party. It might also lead to litigation, which can be very costly and damaging.
Conclusion
The PC has a crucial role to play in organisations, and is particularly relevant in the management of those members of staff who are in some kind of employment crisis. In any scenario where methods of retaining valuable sick or injured workers are being considered, maintaining the motivation and engagement of those around them is also highly relevant from a strategic point of view. Tapping into the always-dynamic psychological contract can allow the wise manager or organisation to maximise their opportunity to do just that.
Organisations that do not use the concept as an aid to management are missing a trick that could cost them dearly. So it's a valuable part of the HR professional's work to raise organisational awareness of this crucial subject.
Jean Brading is employment services director at Health & Case Management Ltd. For more information, visit www.hcml.co.uk or email jean.brading@hcml.co.uk
