Uncertainty, Contrariness and the Double‐bind: Middle Managers’ Reactions to Changing Contracts
研究了英国中层管理者对心理合同变化的负面反应，通过16家组织案例和37位管理者的访谈，识别出合同变化的五个要素和负面反应的连续谱，为后续研究提供方向。
This article describes the emerging changes in psychological contracts being experienced by British middle managers in relation to their employing organizations, the middle managers' negative reactions to these changes and organizational responses to such negativity. By analysing case studies of 16 organizations, a classification of changes to five elements of the psychological contract are identified: knowledge, motivation, goals and means, role behaviour and ethics. By analysing the semi‐structured interviews of 37 middle managers, selected from a much larger database for their obvious negative reactions, a continuum of such reactions is considered: uncertainty, contrariness and double‐bind. This consideration leads, then, to suggestions for further research.