The Implications of Psychological Contract on Employee Job Performance in Education Service Delivery: A Study of Ebonyi State University

Abstract

This paper examined the implications of psychological contract on employee job performance in Ebonyi State University Abakaliki. The paper adopted descriptive research design, based on primary and secondary empirical data exploration to deal concretely with the phenomena of public personnel management as it bothers on psychological contract in employment relations and the implication on employee job performance. The study queried the psychological contract enigma in education service delivery organizations such as Ebonyi State University Abakaliki, Nigeria. Primary data were drawn from structured questionnaire administered on a sample size of 346, with secondary data sourced from empirical academic journals, newspaper publications, other internet materials, etc. In testing the research hypotheses, weighted mean and z-test statistical tools were utilized. In other to depict a clear narrative from the theoretical and empirical point of view, the paper employed the “Social Exchange Theory”, propounded by the renowned American Sociologist George C. Homans (August 11, 1910-May 29, 1989). The paper revealed that the efficient and effective job performance of Ebonyi State University employees has been inhibited by breach of psychological contract, particularly on the part of the employer (i.e., the state government). The paper indicated that psychological contract problem has a serious inefficiency and brain drain implication for the University as well as incapability of the University in delivering on its mandate and mission statement “to provide a conducive atmosphere for teaching, learning, research and rapid development in order to transform the untapped, abundant unskilled, human resources in Ebonyi state into skilled power”. The paper called on the state government to further create humane work environment (i.e., favorable organizational climate) that would facilitate appropriately remunerated promotions, provide adequate training and opportunities for career advancement, and stimulate a climate that accommodates cooperation, consensus and employees’ participation in decision making.