How COVID-19 is shifting psychological contracts within organizations

The Slippery and Shifting Nature of Psychological Contracts The global pandemic has created massive change in the way people work, study, travel, and live in general Typically these include what employees believe they will receive by way of compensation, benefits, work assignments, organizational support, resources, career development, work–life balance, job security, and interpersonal treatment in return for their talent, effort, performance output and quality, cooperation, loyalty, and commitment to the organization’s objectives Interestingly, research shows that the effect of the objective breach is less significant than that of the employees’ emotional feelings of violation, distrust, and anger toward the other party, for example, the manager or organization (Zhao etal , 2007) [ ]questions could be examined using the lenses of work–life balance, work–family conflict, job-demands resources theory, job-demands control theory, organizational justice, and perceived organizational support [ ]do personality factors (e g , resilience, psychological capital, openness to change, learning mindset) moderate the extent to which people react to psychological contract breaches?