I recently left my employer after 10 years for a well paying union job. I hesitated, I had been living in frustration for a long time. I informed my employer of the reasons why I was leaving my job, in particular the unfulfilled promises regarding the tasks and hours worked. I was looking for a balance. However, my new employer was informed by my former manager that I am a “looking for myself” person. I’m afraid this comment will affect my probation. How should I react? -Johanne
Johanne’s situation is quite common. Her question implies that over time she has developed a strong bond with her employer, but that relationship has soured as a result of dashed hopes and broken promises.
The fact that she hesitated for a long time before breaking this link shows that the relationship with our employer can be complex. As Johanne prepares to create a new relationship with another employer, it is important for her to start on the right foot.
The concept of “psychological contract” can be useful to better understand the nature of the bond we form with our employer and the process by which it is created, how it can be broken, with the negative consequences that follow.
In short, it is an individual, unwritten, mutual agreement between an employee and their employer regarding each other’s expectations and promises to the other.
Although this type of contract is most often implicit, it acts in the same way as a formal contract binding an employee to his employer. The word counts, and what has the most weight in the eyes of the employee are the promises of the employer. Do they meet his expectations and, above all, will they be respected?
It is at the time of hiring that this implicit agreement appears the clearest and most solid. We can assume here that Johanne has already had the opportunity to build the beginning of a meaningful bond with her new employer by addressing her expectations and commitments with openness and transparency, as well as her employer.
The unfortunate intervention of her former manager should therefore not have a negative impact for her. So far, Johanne has acted with maturity and honesty in her transition. So I’m hopeful that she can pass the ultimate test of probation.
It’s often after the going gets tough, when new expectations set in over time (e.g. hybrid working) or events (e.g. a recession) no longer allow the promises made by the company to be met. ’employer.
But, as Johanne’s situation shows, you’re probably going to tolerate this situation until a “sense of breach of contract” sets in for a long time – I kept my commitments, but my employer is not willfully honoring his promises.
Studies have clearly shown that, from the employee’s point of view, a series of minor ruptures that undermine trust or a feeling of breach of contract are at the root of many negative consequences on the attitudes and behaviors of the employee. (anger, complaint, loss of confidence, cynicism, demobilization and departure). Joan is an example.
Talk to each other regularly and get to the bottom of things. An in-depth discussion on both sides fosters loyalty and commitments, as it promotes balance and reciprocity between the parties. To maintain a healthy and lasting bond with her new employer, Johanne therefore has an interest in maintaining a frank, open and continuous conversation with him, often through her boss or local leader.
Unfortunately, very few companies and managers schedule formal, regular times for these discussions to take place. It would be wise for Johanne to exercise some leadership in initiating and maintaining such conversations.
Constantly seek to maintain a certain balance in the contract. If a commitment cannot be met (no advancement at the moment, for example), then another option must be offered (for example, a significant learning opportunity) that will keep the contract in a positive zone of equilibrium. . A rupture does not necessarily mean the rupture of the psychological contract.
Sensitize those who feed the contract. Often, without deliberate intention and without being fully aware of it, employer representatives (managers, human resources managers, local leaders) express their expectations and make more or less explicit commitments that employees then take for granted. For example, the performance appraisal policy almost always promises continuous feedback, a promise that often turns out to be unfulfilled. Every employer representative should be made aware that what they say or write matters more than they think in the eyes of employees and that this can lead to unintended consequences.
