The Relationship between the Psychological Contract and Job Performance of Employees in the Chemical Industry in South Africa
A cross-sectional survey design was used, while the State of the Psychological Contract and Job Performance Scales were applied as measuring instruments. The term 'psychological contract' was used in the early 1960's by Argyris (1960), Levinson et al. (1962) and by Schein (1965) and was defined as expectations about the reciprocal obligations that compose an employee-organisation exchange relationship. The psychological contract was found to mediate the relationship between employees' experiences and work outcomes. The state of the psychological contract depends on trust and fairness rhat the employee perceived and how the employees experience the employer's act of keeping promises, and the commitment shown to the employees within the organisation (Isaksson et al., 2003). Cable (2008) noted that, based on different views of various researchers, "a relationship between job performance and the content of the psychological contract may be reasonably expected, with employees believing that the organisation has an obligation to meet their expectations, as defined in the psychological contract, in return for high levels of job performance." The results of this research showed that a relationship exists between the psychological contract and job performance.
Keywords: Psychological Contract, Job Performance, Employee Obligations, Employer obligations
Prof. Christo Van Wyk
Associate Professor, School of Behavioural Sciences
Me Elsabé Keyser
Lecturer, Industrial Sociology, North-West University