Editing Psychological contract (section)

==History==
The concept of psychological contract became more popular among researchers starting in the 1990s,<ref name=":1">George, Christeen. ''Psychological Contract: Managing and Developing Professional Groups''. Maidenhead, GB: Open University Press, 2010. Chapter 1: Introducing the psychological contract. ProQuest ebrary. Web. 14 October 2016.</ref> but was named decades earlier in 1960 by [[Chris Argyris]]. As studies in [[industrial relations]] developed and grew more complex, it was revealed that employees are more likely to perform better in certain work environments. The works of [[Frederick Winslow Taylor]] in the first decades of the 20th century focused on how to enhance worker efficiency. Building upon this, [[Douglas McGregor]] developed [[Theory X and Theory Y]] in the 1950s to define two contrasting types of management styles that were each effective in attaining a certain goal. These differing management types hold different psychological contracts between employer and employee (described in more detail below in {{slink||The formation of the contract}}).

Works by Denise M. Rousseau and later described the psychological contract in more depth.<ref name=":1" /><ref>Denise M. Rousseau. "Schema, promise and mutuality: The building blocks of the psychological contract." Journal of Occupational and Organizational Psychology. Volume 74, Issue 4 November 2001 pp. 511–541. Web. 26 October 2016.</ref><ref>Rousseau, Denise M. "The 'Problem' of the Psychological Contract Considered." ''Journal of Organizational Behavior'' 19 (1998): 665–71. {{jstor|}} 14 October 2016</ref> Sandra L. Robinson indicated employees commonly reported a breach of the psychological contract within several years of beginning their position, and that the effects of contract breach negatively affected employee productivity and retention.<ref>Sandra L. Robinson. "Trust and Breach of the Psychological Contract." ''Administrative Science Quarterly'' Vol. 41, No. 4 (Dec., 1996), pp. 574–99. Web. 21 October 2016</ref>

Maslach, Schaufeli and Leiter stated in 2001:
<blockquote>Now employees are expected to give more in terms of [[working time|time]], [[Effortfulness|effort]], [[skill]]s, and [[Flexibility (personality)#Work environment|flexibility]], whereas they receive less in terms of [[career]] opportunities, [[Permanent employment|lifetime employment]], [[job security]], and so on. [[Perceived psychological contract violation|Violation of the psychological contract]] is likely to produce [[Occupational burnout|burnout]] because it erodes the notion of [[Norm of reciprocity|reciprocity]], which is crucial in maintaining well-being.<ref>{{cite journal |last1 = Maslach|first1 = C.|last2 = Schaufeli|first2 = W.|last3 =  Leiter|first3 = M.|year = 2001|title = Job burnout|journal = Annu. Rev. Psychol.| volume=52 |issue = 52|pages = 397–422 [409]| doi=10.1146/annurev.psych.52.1.397 | pmid=11148311 }} </ref></blockquote>