Exceeded expectations: building stable psychological contracts among newly recruited social workers in a Swedish context. Issue 1 (2nd January 2020)

• Record Type: Journal Article
• Authors: Welander, Jonas; Blomberg, Helena; Isaksson, Kerstin
• Is Part Of: Nordic social work research. Volume 10:Issue 1(2020)
• Page Start: 66
• Page End: 79
• Publication Date: 2020-01-02
• Subjects: Social workers -- newcomers -- expectations -- psychological contracts -- HSO; Social service -- Research -- Periodicals; Social service -- Scandinavia -- Periodicals; 361.3094805
• DOI: 10.1080/2156857X.2018.1548372
• Languages: English
• ISSNs: 2156-857X

Abstract

ABSTRACT: There is a need for a stable competence provision in the Swedish public sector in order to ensure the continuity, quality and stability of the social services that are provided to citizens. As the turnover rate of newcomers generally reaches a peak between three and six months after entry, it is important to understand how organisations can retain their newly recruited social workers. From a psychological contract theory standpoint, the aim of this exploratory qualitative case study is to describe the process that leads to relatively stable psychological contracts amongst newly recruited social workers. Three focus group interviews (consisting of four new social worker recruits, six co-workers and two supervisors from the same department) were conducted to retrospectively capture the exchange relationship between these agents during the newcomers' first year of employment. The analysis identified two themes in the exchange process that shaped the employment relationship: pre-entry expectations and post-entry experiences. The results showed that the organisational promises that were kept over time, mostly by supervisors and also due to co-worker influences, ultimately resulted in fulfilled and stabilized psychological contracts amongst the newcomers. An important conclusion is that a co-worker-organisation relationship of a good quality needs to have been established in order to enable a successful qualitative newcomer-organisation relationship. High organisational investment is thus required by an employing organisation that wants to build a trustworthy long-term relationship with all its employees.