Case Study Two: The Development of the Psychological Contract
Scott Walker had graduated six weeks ago and his concerted efforts to ensure he wasn’t one of those graduates left on the shelf at the end of the summer had paid off. He had attended every careers fair and every employer presentation that had been held at his university, made a nuisance of himself at the careers centre, read every corporate website and all the promotional material he could and applied for innumerable graduate development programmes. After having conducted several telephone interviews and attending four assessment centers, Scott had chosen to accept the offer from Montague Co. over the two other jobs he had been offered. Not only did Scott want and need a job, he wanted the right job. Montague Co. was a relatively small, recently-established subsidiary of a larger US corporation seeking to gain a foothold in the UK consultancy market and already had a handful of important clients, mainly the subsidiaries of other US multinationals courtesy of its parent company, since it was established two years ago. In each year since it had grown and having taken on graduates on an ad hoc basis previously, Scott was to be among its first cohort of graduates on its graduate development programme.
The main reason that Scott had chosen Montague was that he considered the firm to represent the best
match between himself, the type of work he wanted to be doing, the type of company he wanted to work for and the type of career he wanted to establish. Montague’s website and its recruitment material had made great play of how dynamic, innovative and ambitious the firm was and, particularly important to Scott, the fact that it considered itself to be both an ‘employee-focused employer’ and a ‘socially-responsible’ company in how it conducted its own business, the advice it...