Abstract
Psychological contracts of young engineers in technology industry This article explores the relationship and commitment of young engineers to their employers from the theoretical frame of psychological contracts. The understanding of such contracts is vital to organizations when attracting good employees and retaining them. The research questions focus on how young engineers build psychological contracts to employers and how line managers and HR personnel describe the same contract. The interview data are collected in four energy technology companies during 2012-2016 in Vaasa region. We show how young engineers have a loose relationship to the employer organization but a stronger one to their supervisor. Furthermore, young engineers show strong commitment to their own careers but vague understanding of the employer’s expectations for them. This outcome questions traditional psychological contracts and supports new psychological contracts that connect to oneself or one’s career aspirations.
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