This paper reviews Australasian academics' psychological contracts and how they are changing. While research has demonstrated that psychological contracts have considerable impact upon workplace relations and employee performance, research into the formation, content and effects of psychological contracts between academics and their employers has been limited. The focus of the paper is on how the psychological contract research reported developed; how it suggests useful guidelines for the management of academic staff; and what all that implies for current employment relations. Examples are taken from the authors' Australian and New Zealand research in the university sector. Data were gathered through surveys, analysis of critical incidents and focus groups. There has been continuous change and uncertainty in the sector. We argue that the formation and content of academics' psychological contracts is crucial to understanding academic performance.
|Number of pages||20|
|Journal||New Zealand Journal of Employment Relations|
|Publication status||Published - 2007|