Psychological contract expectations of construction project managers

The past 20 years have seen a period of fundamental change for many construction businesses as they have restructured, downsized, de‐layered, merged and de‐merged to survive turbulent markets and rapidly changing demand cycles. Such change places significant new pressures, challenges and constraints on the employer/employee relationship. This paper argues that these changes are likely to have reconstituted employee expectations of the less formal aspects of the employment relationship, known collectively as the psychological contract. Explores this inductive research which examines the psychological contract of 30 construction project managers.