HR Manager speech

You are an HR Manager in an SME (Small and mid-size enterprises) type company with 250 employees in the UK.
The Managing Director (MD) is concerned with
• continuous high number of resignations and high recruitment and training/onboarding costs associated with staff turnover within the company.
• Various exit interviews highlighted some repeat issues.
• The MD is keen to understand how best to reinforce the employer and employee trust and is keen to explore the theories around the psychological contract and any flexible working practices.
• You are therefore asked to attend the boardroom meeting and to be prepared to discuss the topic in a wider HRM context.

The MD (Chairperson) role will be played by your lecturer and the HR Manager role will be played by you. `
In preparation for this boardroom meeting, you need to research and to be prepared to brief the MD (Chairperson) when asked and provide your expert knowledge on the topic around the psychological contract including flexible working practices.

you will be assessed against the following brief:

The MD is especially keen to understand the meaning (the definition) of the psychological contract in an HRM context including an overview of possible expectations for each party, that of, the employer and the employee. Also, important is to be able to outline the key differences between the psychological contract and a legal contract including, what is meant by positive and negative psychological contract and how this might impact the company. Furthermore, to explore any suggested approaches that can influence positively the psychological contract, increase motivation of people and overall company culture. Theories and approaches around management style, specifically to explore calculative style versus cooperative style. Including the definitions of each, that of calculative and cooperative style. To also explore ways to reinforce trust as this is paramount for both parties. Including to discuss any link between management methods, such as, greater employee involvement and any implications of these methods if not managed effectively. You must also be able to outline key people management features, such as, flexible working practices and work/life balance and outline any link to the psychological contract. Finally, review and be prepared to outline any developments in flexible working arrangements, specifically, annualised hours contract, job sharing, homeworking (set ‘office days’) and zero-hours contracts

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