Human resource practices: Administrative contract makers
探讨招聘、培训、绩效评估和薪酬等人力资源实践如何影响员工与雇主之间的心理契约，并提出管理建议。
Abstract Practices used in recruiting, training, performance review, and compensation all contribute to employee beliefs in a psychological contract with their employer. This article presents the basic features of contract‐making which human resource practices must manage. Organizations with multiple contract makers must align the messages they send to create a contract that works and can be kept. Recommendations are made for managing the psychological contract more effectively.