美国人力资源管理—福利管理-教学课件2.ppt

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1、The Psychology of Employee BenefitsMcGraw-Hill/IrwinCopyright 2011 The McGraw-Hill Companies,Inc.All rights reserved.Chapter TwoLearning ObjectivesThe reciprocal nature of the employer/employee relationship;Employee benefits as a psychological contract with implied employee benefits;How breaking the

2、 implied and/or explicit contract can lead to perceived injustice;How benefits can be used to generate perceptions of fairness and equity through out the organizationChapter Overview This chapter provides an understanding of how employee benefits impact employee attitudes and work performance.By und

3、erstanding the psychological basis for employee benefits,employers can develop and maintain an effective benefit program that considers the impact of the social exchange present in the employer-employee relationship.The Employment Relationship As Social Change Clear Expectations The social exchange

4、in the employer-employee relationship is one where the employer offers inducements(wages/benefits)in return for employee contributions(performance and commitment).Benefits Constitute Social ExchangeEconomic ExchangeBenefits not only provide employer cost and tax advantages,but are used for recruitme

5、nt,retention,motivation and employee commitment.Health insurance is an example of a specific economic exchange.Social ExchangeExpectations tend to evolve over time as the employer-employee relationship changes due to changes in:employment status;the employees need for specific benefits;and as a resu

6、lt of changing employer benefit practices.Changes in Benefit AdministrationThe nature of the employment relationship has changed as economic conditions shifted.Jobs are no longer characterized by long term security,strong employee loyalty or a patriarchal hierarchy.The cost of benefits are being shi

7、fted to employees and retirees in order to ensure organizational liquidity.The workforce demographics are also becoming increasingly diverse(age,ethnicity,marital status,et al.)New benefit models must respond to the changing workforce attitudes,needs and expectations.Continuum of ExpectationsPsychol

8、ogical contracts implicitly establish terms of employment.Contracts include employer benefits and employee obligations;this social exchange evolves over the duration of employment and creates a continuum of expectations over time.Continuum PolesTable 2:Psychological Contract ContinuumTransactional P

9、sychological ContractsEmployee expectations tend to be more economic and extrinsic in nature.Employees expect certain rewards for specific employee behavior(e.g.raises,promotions for a job well done).Relational Psychological ContractsEmployees expectations can be economic or noneconomic,but are also

10、 emotional,subjective,and intrinsic in nature.An employee may develop an expectation for continued employment or a change in job status without employer participation.Both Transactional&Relational!American employees may expect the employer to provide health insurance,paid time off,reasonable accommo

11、dation and enhancement benefits in return for a job well done!Retirement plans are both transactional and relational and are based upon mutual expectations developed over time.See Figure 1:Relational Continuum of Employee ExpectationsThe Psychological ContractChanges in basic benefit provision needs

12、 to be clearly articulated and explained to the employee who may view the benefit as relational rather than transactional in nature.The Psychological ContractWhat an employee learns about an employers benefits practices upon inception of employment will form a part of the employees expectations of t

13、he exchange relationship along the transactional-relational continuum.The Psychological ContractEmployees form ongoing expectations regarding benefits practices from two sources:their interactions with other employees and their perception of the organizational culture.If there is incongruity between

14、 the information gathered an employee may develop unrealistic expectations.Employee ExpectationsDeveloping Flexible ExpectationsThe organizational culture needs to identify and promote flexibility within the psychological contract.Regular renegotiation and evaluation of employer and employee expecta

15、tions can help make psychological contracts more explicit and changeable without violating the employees perceptions of fairness and equity.Psychological Contract ViolationWhat is a Violation?A violation occurs when the employee perceives a discrepancy between“the promises”made by the employer and a

16、ctual fulfillment of those“promises”.Violations of contract differ from unmet expectations and response is likely to be more intense.What are the Causes?The two basis causes are reneging and incongruence.When a company intentionally breaks a promise,either willingly or unwillingly,reneging has occur

17、red.Incongruence occurs when the employer-employee when the psychological contract has been violated.Employee Justice PerceptionsDistributive justice how fair is the outcome they receive(what benefits are they eligible for);Procedural justice how fair is the process by which decisions are made and i

18、s there employee involvement;Interpersonal justice is the perception of the degree to which the employer demonstrates concern and social sensitivity toward employees.Informational justice deals with the quality and dissemination of information used to explain organizational decision making.Perceived

19、 Organizational SupportPerceived organizational support can act as an implicit inducement offered to employees as part of the social exchange relationship.Employers can signal concern for employees through discretionary employee benefits such as wellness programs,smoking cessation,stress management

20、as well as awards acknowledging employee contributions.Emotionally committed employees have increased performance,reduced absenteeism and decreased likelihood of turnover.Human resource practices that invest in human capital and demonstrate recognition of employee contributions promote perceptions o

21、f organizational support.Organizational Citizenship Behavior“Satisfied employees engage in good citizenship behaviors.Citizenship behaviors tend to go beyond the formal job requirements and are a deliberate attempt by the employee to maintain the balance in the social exchange between the employee a

22、nd the employer and is directly intended to benefit the employer”.ConclusionEmployee benefits fulfill employees transactional and relational expectations from the employer and employment exchange relationship.The perceived fairness and justice of employee benefit practices impact employee productivity,turnover,and good will.