SMT indicated, however, that local agreements could be concluded on a case-by-case basis, depending on the status of the backlog. This agreement was accepted throughout the company following discussions between managers, individuals and work teams. Transparency here refers to the simple and useful availability of information about the organization. It is similar to the openness that will be discussed later and is more concerned with honest two-way communication within an organization. These are not precise definitions of transparency and openness; A single attempt to explain two distinct aspects of organizational clarity and management here. Note how these three definitions of psychological contract, cited by Armstrong, are gradually increasing in their subtlety and sophistication. The psychological contract is different from a legal employment contract that offers a limited reality of the employment relationship. The contract of law refers to an agreement, usually written and singing, on the reciprocal obligations of the employer and the worker. On the other hand, the psychological contract describes how the parties themselves understand their relationship, their own understanding of the commitment and what they can expect in return. The psychological contract is generally unenforceable. However, courts may be influenced by a vision of the underlying relationship between the employer and the worker, for example.
B in interpreting the obligation of the common law to show mutual trust. Descriptions and definitions of the psychological contract first appeared in the 1960s, particularly in the work of organizational and behavioral theorists Chris Argyris and Edgar Schein. Since then, many other experts have presented ideas on this subject and continue to do so, either by focusing specifically on the psychological contract or by addressing it from a particular point of view, which are numerous. The psychological contract is a profound and varied concept and open to a wide range of interpretations and theoretical studies. With the success and experience of the employee, the iceberg increases, as well as the contractual value and contractual expectations written on both sides. Deeper and deeper entries and rewards arise from hidden or confused perceptions at the bottom of the waterline to become a visible contractual agreement on the waterline. A healthy psychological contract is a contract in which both parties agree that there is a proper balance between donation and taking. This is impossible to achieve where there are many hidden perceptions, so the first goal is to increase openness and mutual awareness. Faced with increased awareness, most people tend to make compromises and work agreements more positive. Studies by Canadian assistant professor and psychology researcher Yani Likongo have shown that sometimes, in organizations, a special psychological contract is put in place between the employee and his direct superior in order to create an “informal agreement” on work-life balance.