University academics' psychological contracts in Australia and New Zealand

Abstract

This paper reviews Australasian academics' psychological contracts and how they are changing. While research has demonstrated that psychological contracts have considerable impact upon workplace relations and employee performance, research into the formation, content and effects of psychological contracts between academics and their employers has been limited. In response to this relative gap in knowledge, the paper addresses: the development of psychological contract research; the formation and content of psychological contracts by New Zealand and Australian academics; the effects, and potential management utility, of psychological contracts; and, implications for current employment relations. Examples are taken from the authors' Australian and New Zealand research in the university sector. Data were gathered through surveys, analysis of critical incidents and focus groups. There has been continuous change and uncertainty in the sector. We argue that understanding the formation and content of academics' psychological contracts is crucial to understanding and managing the work performance of academics.