In a scenario where formal goals fail to encompass the subtle expectations of each individual, It is urgent to understand the psychological contract — this unwritten pact that sustains organizational trust — and the consequences of its violation.
The psychological contract describes the set of implicit promises between company and employee, covering security, recognition and development opportunities. Unlike the formal terms of an employment contract, these expectations emerge from daily interactions, organizational culture and leadership practices. When the promise of mentoring, for example, turns out to be just a recruitment speech, or when the prospect of internal growth is swallowed up by restructuring, a feeling of betrayal sets in that runs beneath the surface of performance indicators.
This fissure generates blunt effects. Firstly, discretionary commitment is reduced: the employee fails to dedicate efforts beyond the minimum necessary, as he sees no basis for future rewards. Then, voluntary turnover increases: Professionals increasingly choose to look for companies where the alignment between speech and practice is more transparent. Lastly, triggers the feeling of insecurity, what, by eroding psychological safety, impedes collaboration and creativity.
When implicit trust breaks down, engagement loses its foundation
Studies indicate that almost half of professionals perceive discrepancies between what was promised and what they actually receive in terms of career programs and recognition.. This perception is directly linked to the increase in 25 % in the turnover of teams that went through mergers or budget cuts, even when performance results remained solid. In large Brazilian companies, the suspension of benefits taken for granted — such as annual bonuses or course financing — was responsible for increasing 40 % searches for replacement on digital vacancy platforms.
To mitigate these reflexes, practices such as the formalization of “learning contracts” have been adopted, que estabelecem fases de desenvolvimento validadas por ambas as partes, e a aplicação de feedbacks one-on-one em ciclos mensais. Tais iniciativas ajudam a realinhar expectativas e a detectar precocemente sinais de descontentamento: queda na participação em projetos, atrasos em entregas ou retração em reuniões de inovação. Besides that, programas de mentoria reversa conectam gerações distintas, promovendo troca de perspectivas e reforçando o sentido de valorização mútua.
A área de recursos humanos desempenha papel central na reconstrução desse vínculo tácito. Cabe a ela mapear as promessas implícitas — muitas vezes inconscientes — e traduzi-las em compromissos tangíveis. This involves clarity in communicating career plans, transparency about promotion criteria and effective support for professional development. When the company honors its promises, not only engagement is recovered, but also the willingness to innovate and collaborate.
Understanding the breach of the psychological contract as a root cause of demotivation and turnover is essential for managers seeking sustainability in human capital. Rebuilding this pact involves transforming tacit expectations into clear agreements, ensuring an environment where trust is cultivated daily and engagement flourishes with purpose and transparency.