ABSTRACT
Chapter 4 analyses the employee-employer relationship in the context of the psychological contract. It defines this concept and presents the types of psychological contracts. The comparative analysis of contracts in the context of flexible human resources management is shown. The next point is the discussion on the main components of the psychological contract that are particularly problematic, such as job insecurity, disloyalty and low investment in employee training. At the same time, it is formulated so as to identify additional sources of opportunity.
The chapter also discusses the conditions that must be met by a psychological contract for effective cooperation between the employer and the employee. This explains the mechanism of creating adaptive behaviours of employees as a reaction to flexible human resources management and changing the psychological contract from relational to transactional.
