Change and the perception of psychological breach : a case study of the impact of change on the psychological contract of senior managers in an acquired organisation

 

Show simple item record

dc.contributor.advisor Sully, Max en_ZA
dc.contributor.advisor Hill, Anthony en_ZA
dc.contributor.author Pastor, Carmelita en_ZA
dc.date.accessioned 2014-10-01T07:57:11Z
dc.date.available 2014-10-01T07:57:11Z
dc.date.issued 2000 en_ZA
dc.identifier.citation Pastor, C. 2000. Change and the perception of psychological breach : a case study of the impact of change on the psychological contract of senior managers in an acquired organisation. University of Cape Town. en_ZA
dc.identifier.uri http://hdl.handle.net/11427/7841
dc.description Bibliography: leaves 82-86. en_ZA
dc.description.abstract With the entrance of South Africa into the global market, companies are facing enormous challenges in competing in a constantly changing environment. Organisations are using strategies such as mergers and acquisitions to ensure their survival. The impact of these organisational changes on employees is high, and the need to understand how employees deal with these changes is critical. The aim of this research study was to discover whether senior managers experience changes that result from the acquisition of their company as a breach of their psychological contract. An embedded case study design was deemed appropriate due to the need to understand the experience of change over a period of time from the perspective of the subjects. Seven senior managers were selected to be part of the longitudinal study, and three indepth interviews were conducted with each of the subjects over a period of six months. The results confirm that psychological contracts are dynamic and resilient in nature. Though changes were perceived as breach of the psychological contract, subjects were willing to re-negotiate their contracts with the organisation. This openness to renegotiation can be attributed to the way in which the organisation generally handled the changes, the nature of the psychological contracts, the high level of trust that subjects had in the organisation, and the personal circumstances of the individual subjects. The perception of and relationship with management also had a significant impact on the outcome of perceived psychological breach. en_ZA
dc.language.iso eng en_ZA
dc.subject.other Organisational Psychology en_ZA
dc.title Change and the perception of psychological breach : a case study of the impact of change on the psychological contract of senior managers in an acquired organisation en_ZA
dc.type Thesis / Dissertation en_ZA
uct.type.publication Research en_ZA
uct.type.resource Thesis en_ZA
dc.publisher.institution University of Cape Town
dc.publisher.faculty Faculty of Commerce en_ZA
dc.publisher.department School of Management Studies en_ZA
dc.type.qualificationlevel Masters en_ZA
dc.type.qualificationname MA en_ZA
uct.type.filetype Text
uct.type.filetype Image


Files in this item

This item appears in the following Collection(s)

Show simple item record