The Effect of HR Practices on the Fulfillment of a Psychological Contract in the Context of the Polish Organizational Culture

The article identifies and analyzes Polish organizations’ HR practices that have the strongest effect on the development of employees’ expectations relating to psychological contracts. The data were collected using semi-structured individual in-depth interviews (IDI) during a qualitative survey of 56 employees representing medium and large firms. The IDI transcripts were thoroughly analyzed to capture the details of respondents’ opinions on how they felt about the fulfillment of their psychological contracts, as well as specific examples illustrating their relations with employers in cases when the obligations they had toward each other were met or unmet. The survey questions also aimed to determine which HRM practices have the strongest effect on the perception of psychological contracts as being fulfilled. The analysis of respondents’ subjective narrations indicated five key HR practices that may influence employees’ expectations regarding the fulfillment of their psychological contracts. Five culturally meaningful HR practices were identified, focusing on organizational climate, employees’ identification with the organization, fair pay, professional development, and work–life balance. The article is a contribution to the literature on psychological contract formation in organizations. Its empirical part was designed to advance the understanding of the process in the environment of Polish companies.