What about the use of mediative/consulting techniques to understand different perspectives of the psychological contract for different layers, genders and ages of staff and comparing it to the management view as conveyed officially (policies and working practice) v theoretically (eg a manager saying 'training is a luxury, they should be grateful for that, we don't have to do it, its a day off, really.' when the policy/spiel says 'professional development is an essential part of our mission to develop a motivated workforce').
You would need to introduce the idea of the psych contract in doing this, but some organisations would like you to. Most people get the idea 'what do you expect from employer? 'Oh I expect if I am good at the job I will get promoted' compared with manager saying 'well they are expected to do the job well, so I don't see why they should get anything for just doing it well. That's not a promotion thing, to promote someone I need to see that they want to be promoted, by -kissing my ass-- taking on additional work and neglecting their donkey work or 'they only get promoted if they get the right qualification/doing current job for five years, not by being good'
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