Compară metode

	Psychological Contract Measurement	Team Mental Models
Domeniu	Comportament organizațional	Comportament organizațional
Familie	Latent structure	Process / pipeline
Anul apariției	1989	2000
Autorul original	Denise Rousseau; Sandra Robinson & Elizabeth Morrison	Janis Cannon-Bowers & Eduardo Salas; John Mathieu et al.; Leslie DeChurch & Jessica Mesmer-Magnus
Tip	Employment-exchange belief measurement scale	Team-cognition elicitation and scoring pipeline
Sursa seminală	Rousseau, D. M. (1989). Psychological and implied contracts in organizations. Employee Responsibilities and Rights Journal, 2(2), 121-139.	Mathieu, J. E., Heffner, T. S., Goodwin, G. F., Salas, E., & Cannon-Bowers, J. A. (2000). The influence of shared mental models on team process and performance. Journal of Applied Psychology, 85(2), 273-283.
Denumiri alternative	Psychological Contract Inventory, PCI, Psychological Contract Breach Measure, Rousseau Psychological Contract	Shared Mental Models, TMM, SMM, Team Cognition Measurement
Înrudite	3	3
Rezumat	The psychological contract is an employee's set of beliefs about the reciprocal obligations between themselves and their employer — the unwritten promises that go beyond the formal employment agreement. Denise Rousseau revived and reframed the concept in her 1989 paper, defining it as the individual's perception of mutual exchange terms, and her 1990 study of new hires distinguished transactional obligations (pay for performance, narrow and economic) from relational ones (loyalty and support, broad and open-ended). Measuring the psychological contract means assessing what employees believe each side has promised and whether those promises are kept. Robinson and Morrison's 2000 longitudinal study sharpened the measurement of breach — the perception that the employer has failed to fulfill obligations — and its emotional aftermath, violation. These measures explain why unmet expectations erode trust, satisfaction, citizenship behavior, and retention.	Team mental models are the shared, organized knowledge structures that allow team members to coordinate without constant explicit communication. The concept was articulated by Janis Cannon-Bowers, Eduardo Salas, and Charles Converse in 1993, who proposed that effective teams hold compatible representations of both the task they perform and the way they work together. Measuring these representations is a distinctive methodological challenge: Mathieu, Heffner, Goodwin, Salas, and Cannon-Bowers' 2000 study showed how to elicit each member's mental model, represent it as a network of concept relations, and quantify how shared and how accurate those models are, then linked sharedness to team process and performance. DeChurch and Mesmer-Magnus' 2010 meta-analysis consolidated the evidence that team cognition robustly predicts team effectiveness. The approach forms a pipeline from elicitation through network representation to convergence scoring and outcome prediction.