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Human factors in organizational resilience – implications of breaking the psychological contract

By Professor Jackie McCoy and Alan Elwood.

The psychological contract, or the unwritten agreement between employees and employers, is an important factor in determining the attitudes and associated behaviours of people. This paper explores the impacts that the psychological contract has on employees’ attitudes prior to and during an organizational crisis and upon their willingness to ‘go the extra mile’ to assist organizational recovery. It highlights factors that risk and continuity management should consider in this area and recommends that the psychological contracts within the organization should be mapped and the impacts of any changes which could affect attitudes and behaviours related to resilience should be understood.


This paper is an example of the many high quality papers contained in the archive of Continuity Central’s Business Continuity and Resiliency Journal / Business Continuity Journal.

We are accepting the submission of papers for future issues of the Business Continuity and Resiliency Journal. To submit a paper or a synopsis contact editor@businesscontinuityjournal.com

•Date: 13th July 2012 • World •Type: Article • Topic: BC general

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