Human resource development and the psychological contract: Great expectations or false hopes?

Our paper presents findings of an exploratory study of managers’ experiences of an emotion management leadership programme in a large retail company. Drawing on the concept of the psychological contract, we explore the signalling by the programme of a shift from a transactional to relational contract and how this influenced managers’ perceptions about what the organization expected of them and what they could expect in return.We apply Grant’s (1999) theoretical framework to illustrate the prevalence of a ‘trial contract’ in the eyes of managers involved in the programme. Here, they put aside perceptions of past/current experiences and displayed a willingness to believe that the leadership programme would, in time, lead to a more positive and favourable work environment for themselves and their subordinates.Our case illustrates the dynamics of this ‘wait and see’ period and concludes by raising questions about the potential of HRD interventions to raise ‘unrealistic’ expectations, leading to possible breach of the psychological contract. We point to the value of role modelling, coaching and the creation of supportive human resource policies in addressing these issues