Workforce Flexibility and Psychological Contract - Training and Career Planning as Moderators

• Main Authors: Shin-Yu Jiang, 江欣諭
• Other Authors: Nien-Chi Liu
• Format: Others
• Language: en_US
• Published: 2012
• Online Access: http://ndltd.ncl.edu.tw/handle/47335615796466685597

碩士 === 國立中央大學 === 人力資源管理研究所 === 100 === While the effect of flexibility in organizations has been extensively investigated, the relationship between workforce flexibility and psychological contract is relatively unexplored. This paper uses questionnaire survey to explore two topics: 1.Workforce flexibility will be negatively related to psychological contract. 2.Training or career planning will moderate the relationship between workforce flexibility and psychological contract and will diminish the negative impact. The research focuses on these 75 companies and the 1520 employees. The data are collected to ascertain these companies HR practices and the employees’ psychological contract, and it is analyzed by correlation analysis and regression analysis. The findings suggest that there is no negative relationship between workforce flexibility and psychological contract. But positive correlations exist in relationships between psychological contract and both functional flexibility and financial flexibility. Further, organizations can use high training or high career planning to fit high functional flexibility or high financial flexibility to increase the employees’ psychological contract. However, in the high numerical flexibility or high temporal flexibility environments, high training will bring negative effect to the psychological contract. These findings have implications for organizations adopting workforce flexibility and developing strategic human resource management.