Report on Flexible Working and Psychological Contract in Organizations

This report explores the concepts of flexible working and the psychological contract within the context of the Oman Electricity Transmission Company. It begins with an introduction highlighting the pressures on employees in the current global market and the increasing use of flexible working arrangements to address these challenges. The literature review provides a theoretical background, explaining the give-and-take relationship between employers and employees, the importance of flexible work arrangements in managing work-life balance, and the role of the psychological contract in defining the terms of this relationship. The report then examines the existence of flexible working and the psychological contract within the organization, detailing the impact of these factors on the company's competitiveness, productivity, and employee engagement. It also discusses the effects on the business, offering recommendations for future research and implementation. The conclusion summarizes the key findings, emphasizing the significance of flexibility and psychological contracts for organizational success in the global market, and highlighting the need for further research in this area.

Running head: FLEXIBLE WORKING AND PSYCHOLOGICAL CONTRACT 1
Flexible Working and Psychological Contract
Student’s name
Institution affiliation

FLEXIBLE WORKING AND PSYCHOLOGICAL CONTRACT 2
Contents
Flexible Working and Psychological Contract............................................................................................3
Introduction.............................................................................................................................................3
Literature review.....................................................................................................................................3
Theoretical background.......................................................................................................................3
Effects to business Oman Electricity Transmission Company..............................................................7
Recommendations...................................................................................................................................7
Conclusion...............................................................................................................................................8
References...................................................................................................................................................9

FLEXIBLE WORKING AND PSYCHOLOGICAL CONTRACT 3
Flexible Working and Psychological Contract
Introduction
The change in the global market to the world’s economic constraints has made employees
feel a lot of pressure from their employers. Every employer is working to curb the global
recession and this has led to an increasing pressure to the employees. Employees are forced to
work hard and for long hours without additional pay or bonuses (Thomas et al, 2009, p.3).
Working to keep the performance and engagement between the Oman Electricity Transmission
Company and employee in this recession organizations have majorly utilized the flexible
working arrangements. Working from home and flextime has been common among developed
and also some of developing countries. Although these arrangements have created positive work
attitudes less is understood on how on how employees practice these arrangements. A positive
attitude has been achieved through these work arrangements and has reduced some pressure for
employees. This is leading to a better productivity in the global markets. My report will cover
and explore the perception of ‘flexible working’ and the psychological contract.
Literature review
Theoretical background
Employees and employers are always in a give and take relationship. The employer
(Oman Electricity Transmission Company) expects work to be done while the employee expects
payment for his work. The employer gives also socio-emotional resources which the employee
needs to deliver. The kind of relationship is based and kept through the principal of mutual gains
which a two-way interaction is of scratch my back I scratch yours (Russell, O'Connell, and
McGinnity, 2010, p.81). I also based on trust and respect among the parties. Flexibility or
flexible work arrangements are resources provided by an organization which make employees

FLEXIBLE WORKING AND PSYCHOLOGICAL CONTRACT 4
adopt the modes and ethics of working. This is important for the workers for it enables them to
manage the work and out of work lives. These arrangements are important for the male
employees to feel that the organization cares about personal needs. It’s important also because it
also signifies that the employee and the employer are in a participatory social engagement
(Robinson, 2016, p. 581). The workers will feel the urge to work effectively for the organization
they are serving for there is a free relationship which allows the employee to participate fully in
the organizational roles. Since the workers perform their duties and their roles effectively for an
organization it engages an employee in two distinct ways i.e. job engagement and organizational
engagement (Sacks, Schegloff, and Jefferson, 2018, p. 21). Job engagement is where a person is
psychologically present in the job role. This included feeling energized and psyched when doing
one's job. Organizational engagement is where one is psychologically present as a member of an
organization. One feels readily involved in the in the day to day running of the organization and
part of the achievements made by the employer (Saks, Schegloff, and Jefferson, 2011, p. 37).
The psychological contract refers to the terms of a relationship between employer and
employee. For a smooth running between the employee and employer to be maintained the
employer must maintain high production and low grievances. The employer should pay the
employee well and ensure him/her job security. Generally, a good mutual relationship between
an employer and an employee should be maintained for results to be achieved. The psychological
contract creates a model in which employers interact with their employees. This is an ideal way
in which organization will deal with its workers. The performance of each employee is based
always in the objectives of the company. The employer has a responsibility to motivate workers
for them to behave in desirable ways that enable high-quality performance for the engagements
are designed to direct individual efforts in the completion of organization goals. A good

FLEXIBLE WORKING AND PSYCHOLOGICAL CONTRACT 5
relationship makes individuals direct their energies completely in the performance of their roles.
Worker engaging each other in the performance of organizational goals makes the company run
smoothly. A good working environment makes employees interact with each other making the
sharing of skills important in their work performances. Each employee feels important and this
leads to easy sharing of ideas that end up helping the organization.
However, job engagements and institutional engagement yield different results but all
aimed at the success of the whole organization. Job engagement focuses much on how people
will handle their specific roles. This creates an attitude of work and proficiency in performing
one's duties. Organizational engagement focuses one of the wide views of the organizational
goal. One’s mind is always focused on what the organization requires and much more is
achieved (Ott, Slavin, and Ward, 2010, p. 3). This culture cultivates unity among workers in
different departments of an organization. Generally, flexibility and psychological contract are
very important for the organization in the global market. These are working aspects which each
organization should employ during this time of global recession. The existence of flexible
working and psychological contract in Oman Electricity Transmission Company
The flexible working and psychological contract exist distinctively in my organization.
These two working environmental modules are widely used to the amount of work and the nature
of my organization. Flexible working is much practiced where people work even from home and
others work part-time (Montagano, 2012, p. 10). We have even contracted people of contract
basis to help in accomplishing our works in this global recession market. Work is done even
online and reaches the organization from where the person is. Workers have a participatory role
in the organization as a whole and are allowed to contribute to the growth of the organization
freely. The psychological contract is freely and highly practiced. One, a good pay and job

FLEXIBLE WORKING AND PSYCHOLOGICAL CONTRACT 6
security are accorded to every employee. Secondly, bonuses and additional pay are given to
employees who are exclusively committed and high performing (Russell, O'Connell, and
McGinnity, 2009, p. 79). There is also a good mutual working environment between the
employees and the workers. Communication is effective and any issue arising is solved quickly
in the organization. Impacts of flexible working and psychological contract in Oman Electricity
Transmission Company
Flexible working has made my organization to remain competitive in the global
recession. People also have been able to work effectively and efficiently from the locations they
are or from their homes (White et al. 2003 p.185). Productivity and achievement of the
organization set goals and objectives have been possible. Many people have been contracted to
help us meet our production and this has been cheap. Employees have been able to balance well
working and out of work times enabling them to feel energized to perform their roles. Flexible
work has made working effectively and increased the productivity of companies.
Interconnections of organization workers have become easy making a big network which can
solve problems easily and make high products (Van Wanrooy et al. 2013, p 169).
Psychological contract has enabled workers to feel secure in their working. This makes
them productive in meeting organizational goals. Workers are ever motivated and are engaged in
both Jobs wise and organizational engagements (Beauregard, and Henry, 2009, p. 11). Every
worker feels part of the organization and this makes him/her dedicate full energy in the
attainment of organizational goals. Good mutual relationships with workers have made the
organization achieve and make profits in the global market. Good relationships have made
organizations make profits for their employees are motivated. Organizations creating a good
environment for workers have made them interrelate and make working easy.

FLEXIBLE WORKING AND PSYCHOLOGICAL CONTRACT 7
Effects to business Oman Electricity Transmission Company
Flexibility and psychological contract has made business easy in the global market. Many
people are contracted due to the availability of flexible working making the organization meet its
goals. People working for homes are able to deliver in time because working from anywhere is
allowed (Lewis, and Humbert, 2010, p. 245). A lot of work is done in a short period and this
leads to effective business trade. Many workers feel comfortable with the terms and conditions
of our organization and are motivated to deliver making the organization competitive in the
market. Working by employing flexible work has made jobs easy and many people able to work
enabling the organizations to meet their goals in time. This has made businesses profitable
always (Smithson, and Stokoe, 2015, p. 151).
Management of the Oman Electricity Transmission Company should, however, be keen
on the people they recruit to work with the organization. Management should select people in
reference to merit and proficiency in their work (Krausz, and Freibach, 2013, p. 157). Workers
should be trained well also in order to deliver as per the company’s standards. Management
should monitor keenly how people deliver and their proficiency in their worker. Every institution
must be careful enough in utilizing manpower.
Recommendations
1. Research on the effects and impacts of flexible work and psychological contract has
been based on performance mostly an analysis done and deep research is needed to
make a better analysis of this phenomenon.
2. There is a need to validate the construct and the acceptability and importance of flexible
work to every organization.
3. Every company that needs to curb the crisis of the global recession must utilize the
flexible work module.

FLEXIBLE WORKING AND PSYCHOLOGICAL CONTRACT 8
4. The organization should research widely on the use and effects of flexible work.
Conclusion
In conclusion, the study shows how employees perceive flexible working and
psychological contract arrangements and their importance in my organization. These two when
employed well makes the organization profitable and competitive. Making jobs secure makes
people work effectively and positively enhancing proficiency at work. This has made the
organization to make profits and be competitive in the global market. Flexible working has
created more jobs for people globally for people can be contracted from home and work for
different organizations. Mutual relationships between employees and employers have enhanced
good working environments and positive work attitudes. Generally, flexibility and psychological
contracts have made organizations profitable and competitive in the global market. Flexibility is
very essential in any organization which desires to be competitive in the global market. Every
organization has to align itself in the best ways of dealing with their employees, the scratch my
back I scratch yours relationship. However, there remains a lot of research to be done to discover
the insight of flexible work engagements in a profound way, mainly how the effects of these
arrangements are inclined by other workers and other organizational factors.

FLEXIBLE WORKING AND PSYCHOLOGICAL CONTRACT 9
References
Beauregard, T.A. and Henry, L.C., 2009. Making the link between work-life balance practices
and organizational performance. Human resource management review, 19(1), pp.9-22.
Krausz, M. and Freibach, N., 2013. Effects of flexible working time for employed women upon
satisfaction, strains, and absenteeism. Journal of Occupational Psychology, 56(2), pp.155-159.
Lewis, S. and Humbert, A.L., 2010. Discourse or reality? “Work-life balance”, flexible working
policies and the gendered organization. Equality, Diversity and Inclusion: An International
Journal, 29(3), pp.239-254.
Montagano, C.P., 2012. The Global Crackdown on Insider Trading: A Silver Lining to the"
Great Reccession". Indiana Journal of Global Legal Studies, 19(2), p.10.
Ott, M., Slavin, H. and Ward, D., 2010. Behavioral impacts of flexible working
hours. Transportation research record, 767, pp.1-6.
Robinson, S.L., 2016. Trust and breach of the psychological contract. Administrative science
quarterly, pp.574-599.
Russell, H., O'Connell, P.J. and McGinnity, F., 2010. The impact of flexible working
arrangements on work–life conflict and work pressure in Ireland. Gender, Work &
Organization, 17(1), pp.73-97.
Russell, H., O'Connell, P.J. and McGinnity, F., 2009. The impact of flexible working
arrangements on work–life conflict and work pressure in Ireland. Gender, Work &
Organization, 16(1), pp.63-97.

FLEXIBLE WORKING AND PSYCHOLOGICAL CONTRACT
10
Sacks, H., Schegloff, E.A. and Jefferson, G., 2018. A simplest systematics for the organization of
turn taking for conversation. In Studies in the organization of conversational interaction (pp. 7-
55).
Sacks, H., Schegloff, E.A. and Jefferson, G., 2011. A simplest systematics for the organization of
turn taking for conversation. In Studies in the organization of conversational interaction (pp. 27-
55).
Smithson, J. and Stokoe, E.H., 2015. Discourses of work–life balance: negotiating ‘gender-blind’
terms in organizations. Gender, Work & Organization, 12(2), pp.147-168.
Thomas, R. and Dunkerley, D., 2009. Careering downwards? Middle managers' experiences in
the downsized organization. British Journal of Management, 10(2), pp.157-169.
Van Wanrooy, B., Bewley, H., Bryson, A., Forth, J., Freeth, S., Stokes, L. and Wood, S.,
2013. Employment relations in the shadow of recession: Findings from the 2011 workplace
employment relations study. Macmillan International Higher Education. British journal of
industrial Relations, 31(2), pp.165-175.
White, M., Hill, S., McGovern, P., Mills, C. and Smeaton, D., 2003. ‘High‐performance’
management practices, working hours and work–life balance. British journal of industrial
Relations, 41(2), pp.175-195.