Read The Case Study And Answer The Questions 1 What Type Of Psychological
read the case study and answer the questions:
1.what type of psychological
contract did Jim had with his organization after the performance management? Explain
2. how would you describe what has occurred to change Jim’s attitude to his workplace?
3 Explain 3 implication of psychological contract on human resource management using appropriate examples?
Jim Woods was a senior IT analyst for a leading national food company. Jim had been with
the company for 25 years beginning work at the company initially as a summer casual whilst
completing this university degree. On completion of his biology degree he took up a full-time
position with the organization’s head office in Essendon Victoria, working initially in the
food hygiene section. However, over the years Jim undertook a variety of positions as he
moved up through the organization. With little experience in the area, Jim joined the IT
section as it expanded and rose to the position of senior analyst. As a result of his skills and
knowledge of the company’s new IT system, and his communication skills, he was
approached by senior management to help set up the system in the other states where they
were still working on manual arrangements that relied on the tacit knowledge of senior
logistics people. Whilst this tended to work at a local level, the increasing need to manage
the systems and logistics nationally meant that these systems and to be integrated into a new
An initial discussion with the consultants who helped design and install the current system
indicated that they would charge over $250,000 to train and develop the staff in the other
states. The company, in meeting of senior management suggested that Jim fly over to Perth
and Adelaide to spend a week in each plant helping train the logistics and IT staff in the new
system. The senior manager called Jim to his office to ask him to undertake the role, pointing
out that it would provide an opportunity to broaden his skill base and would reflect well in
his next performance appraisal. In addition the Senior Logistics Manager indicated manager
indicated that Jim would be rewarded year-end bonus 10% of the saving the company could
make with the successful implementation of the system (estimated at RM150, 000).
Jim readily took the opportunity and in the two weeks successfully implemented the system
despite the initial hostility at the twos sites. His success is attributed to his effective
communication skills and sound knowledge of the system from an operator’s perspective.
These attributes gave Jim strong credibility with the IT role and that wasn’t just another
consultant pushing another company’s product. Jim also worked 13-hour days toe sure he
covered both shits at the plants. On his return to head office the manager said little, but
pointed to the backlog of work that had accrued whilst he was away. However, he knew with
the new systems in place that the backlog and integration problems should be quickly
eliminated, and after all he had his bonus to look forward to.
At the end of the year Jim sat down with his manager to undertake his performance appraisal.
As the meeting progressed to its conclusion, Jim was increasingly concerned that the issue of
his inter-state work was not raised and when he raised it his manager said that the work he
did was not his concern. When Jim asked about the cost saving and his bonus, his manager
said that his agreeing to go interstate and help had in fact caused major problems and
backlogs in the Victorian plants at Carrum Downs and Essendon and he should be happy he
was getting the same bonus as everyone else, considering the problems he had caused.Management