Managing the Psychological Contract

'At first sight of this book, it did cross my mind to wonder quite how 235 pages could be meaningfully filled on the topic of the psychological contract. It has always seemed to me to be an important, but slightly peripheral topic in the field of employee relations, induction and workplace socialisation. Clearly though, there is plenty of worthwhile material on the area and Wellin is convincing, to me at least, in his efforts to upgrade the notion of the psychological contract to something far more central to organisational success...Overall, this is an interesting text for managers or HR practitioners...a must for those who wish to pay more than lip service to the oft-neglected concept of the psychological contract.' - Leadership & Organization Development Journal, Vol. 30 No. 6, 2009 'Wellin's Managing the Psychological Contract is a wonderful how-to-manual for contemporary managers, employees and HR professionals. With great examples, it takes the reader through what needs to be done to make good, functional employment relationships and how to change them if need be. A good book and good read.' Denise M. Rousseau, H.J.Heinz II Professor of Organizational Behavior and Public Policy, Carnegie Mellon University 'This original and practical book covers an important topic because The Psychological Contract is at the heart of the relationship an individual has with his or her organisation. It is the deal we make with the employer throughout our time at work. This book is original because Michael Wellin has re-framed the concept into something much easier to grasp and study and measure. It is very practical with some fascinating case studies, and is well referenced, well written and well thought through. Written by someone who really understands the issues, it is a must buy for business students and managers alike.' Adrian Furnham, Professor of Psychology, University College London 'This is a wide ranging and, above all, practical treatment of an idea that has hitherto been the province of OD practitioners and experienced HR professionals. In managerial terms it unpicks the jargon, and gives real practical examples of how to maximise the impact of the ""Personal Deal"" for all employees. A timely and important contribution that will be of real help for managers in all industries.' Mike Mister, Global Director, Executive Development, Ernst & Young Global Limited