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When It's Time to Go: A Look at Contract

We've all grappled with the decision to leave an organization. By any measure, this is a difficult

impasse to consider - often involving an agonizing "push" and "pull" of emotions. One day we might

feel momentarily energized to "stick with it" for the long haul - only to have core issues re-surface inan amplified form. Should we continue to hope for things to improve or cut our losses and begin the

process of moving on? Previously we've discussed and why we shouldn't give up too quickly.

However, there are some situations where we need to realize that enough - is well - enough.

One factor which is often a silent contributor to this decision, is the status of thepsychological

contractthat exists between ourselves and our employer. Often, the inevitability of leaving, may have

actually been cast long before the final decision to pull up roots has been made - as the very core of

the employer-employee relationship has already been significantly damaged. The damage occurs

when we have been let down in some way - or perceive that a promise has not been fulfilled. As

such, it becomes increasingly difficult to remain committed, and we begin to lose focus and quietly

disengage. In this regard, our physical departure only represents a ceremonial farewell. Truth be told- any further investment in the employment relationship has already been halted.

The psychological contract that exists between employer and employee, plays a vital role throughout

our work lives. Described in thisresearch, this contract is "an individuals belief regarding the terms

and conditions of a reciprocal exchange agreement between that focal person and another party". The

health of this contract can affect the development of key workplace attitudes and behaviors (job

satisfaction, trust, intention to turnover, etc.) While both parties contribute to the"give" and "take" of

the dynamic - the contract is re-calibrated over the course of an employee's tenure. Ultimately, when

either party perceives a problem with balance, a breakdown can occur.

Let me offer an illustration. Recently I had a conversation with a highly competent marketing

executive. Unfortunately, many obstacles had emerged in his current role - among these, the lack of a

well-suited path for career growth and development, Over a period of time, he began to experience

doubt that his employer had his best interests at heart. On the face of things he professed that he

would remain committed - rock steady that he would continue to do his best to fulfill his role and

make things work. But, in reality I observed that his psychological resources were waning and he

was subtly disengaging. On a basic level, I believe he perceived that the psychological contract with

his employer had been breached. (He did depart a short time later.)

Overall, the on-going viability of this contract is critical to our work lives. When problems arise - the

strength and tenor of contract can become stressed. Ultimately, it is often difficult to acknowledge

that the contract has been irreparably broken - and admit that it may be time to explore new horizons.

What might be holding us back:

Attribution of failure. We may delay a departure because on some level, we feel personallyresponsible for the current state. In our minds, the failure of the relationship equals a personal failure

- which is often not the case - so we remain to seek resolution.

http://en.wikipedia.org/wiki/Denise_Rousseauhttp://en.wikipedia.org/wiki/Denise_Rousseauhttp://en.wikipedia.org/wiki/Denise_Rousseauhttp://en.wikipedia.org/wiki/Denise_Rousseauhttp://onlinelibrary.wiley.com/doi/10.1002/job.4030150306/fullhttp://onlinelibrary.wiley.com/doi/10.1002/job.4030150306/fullhttp://onlinelibrary.wiley.com/doi/10.1002/job.4030150306/fullhttp://onlinelibrary.wiley.com/doi/10.1002/job.4030150306/fullhttp://en.wikipedia.org/wiki/Denise_Rousseauhttp://en.wikipedia.org/wiki/Denise_Rousseau

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Others seem happy. In some situations, the organization is just not the right environment for thespecific employee, with a specific career need. Keep in mind that although opportunities might exist

within your current organization - these opportunities may not be right for you.

Separation anxiety. Often we develop strong bonds with our colleagues, making a departure eventhat much more traumatic. We stay for them - when we should really be leaving for ourselves.

The "one more try" vice. If you have already done your best to bring core issues to the forefrontwithout satisfactory resolution, it is difficult to find the energy to continue. You've likely done your

part - offer yourself permission to move on.

Often we have disengaged long before our physical departure from an organization or role. Have you

ever experienced this?