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read the case study and answer the questions:
1.what type of psychological
contract did Jim had with his organization after the performance management? Explain
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2. how would you describe what has occurred to change Jim’s attitude to his workplace?
3 Explain 3 implication of psychological contract on human resource management using appropriate examples?
Jim Woods was a senior IT analyst for a leading national food company. Jim had been withthe company for 25 years beginning work at the company initially as a summer casual whilstcompleting this university degree. On completion of his biology degree he took up a full-timeposition with the organization’s head office in Essendon Victoria, working initially in thefood hygiene section. However, over the years Jim undertook a variety of positions as hemoved up through the organization. With little experience in the area, Jim joined the ITsection as it expanded and rose to the position of senior analyst. As a result of his skills andknowledge of the company’s new IT system, and his communication skills, he wasapproached by senior management to help set up the system in the other states where theywere still working on manual arrangements that relied on the tacit knowledge of seniorlogistics people. Whilst this tended to work at a local level, the increasing need to managethe systems and logistics nationally meant that these systems and to be integrated into a newsystem.An initial discussion with the consultants who helped design and install the current systemindicated that they would charge over $250,000 to train and develop the staff in the otherstates. The company, in meeting of senior management suggested that Jim fly over to Perthand Adelaide to spend a week in each plant helping train the logistics and IT staff in the newsystem. The senior manager called Jim to his office to ask him to undertake the role, pointingout that it would provide an opportunity to broaden his skill base and would reflect well inhis next performance appraisal. In addition the Senior Logistics Manager indicated managerindicated that Jim would be rewarded year-end bonus 10% of the saving the company couldmake with the successful implementation of the system (estimated at RM150, 000).Jim readily took the opportunity and in the two weeks successfully implemented the systemdespite the initial hostility at the twos sites. His success is attributed to his effectivecommunication skills and sound knowledge of the system from an operator’s perspective.These attributes gave Jim strong credibility with the IT role and that wasn’t just anotherconsultant pushing another company’s product. Jim also worked 13-hour days toe sure hecovered both shits at the plants. On his return to head office the manager said little, butpointed to the backlog of work that had accrued whilst he was away. However, he knew withthe new systems in place that the backlog and integration problems should be quicklyeliminated, and after all he had his bonus to look forward to.At the end of the year Jim sat down with his manager to undertake his performance appraisal.As the meeting progressed to its conclusion, Jim was increasingly concerned that the issue ofhis inter-state work was not raised and when he raised it his manager said that the work hedid was not his concern. When Jim asked about the cost saving and his bonus, his managersaid that his agreeing to go interstate and help had in fact caused major problems andbacklogs in the Victorian plants at Carrum Downs and Essendon and he should be happy hewas getting the same bonus as everyone else, considering the problems he had caused.