Organisational change in the non profit organisation and the role of the Psychological Contract: a case study in a community for risked young people.

Among all the research studies which focussed on this topic, one main field is explored. Pertains the research studies on the relations between the psychological contract and the organisational outcomes. This field of study concerns the research made on psychological contract and its changes in contemporary precarious contexts (Rousseau 2000). In this context, the conceivable contents of the contract are emphasised and the different kinds of contract are sorted out. However, Hui, Lee and Rousseau, 2004 underline that the impact of different types of psychological contract on the organisational change and on the attitudes and behaviours are hardly analysed. The latest research carried out (cfr. e.g. the European group of study called “Psychological contract across employment situations”) into the field of relations between employment contract and outcomes reveals - even if with controversial results - how the worker perceives as completely non-linear the relation between employment formal contract, the psychological well-being and his participation in the processes of organisational change. Within this field of study, the question has been focussed on the individual worker’s point of view and his relationship with the organisation he belongs to. The action research has been carried out within an Italian non profit organisation involved in the taking care of “risked” young people. We have evaluated all the people during a complex process of organizational change in order to identify a model for the correct application of the Total Quality Management. As far as the data-gathering is concerned, it has been shaped a series of tests composed by: 1. Psychological Contract Inventory (PCI) scales by Rousseau (Rousseau, 2000; vers.3). 2. A climate test M_DOQ 10 (MAJER_D'AMATO Organisational QUESTIONNAIRE 10); 3. A scale to quantify the organisational satisfaction. The level of satisfaction is measured through a scale formed by 6 dimensions of analysis. After the analysis process all the information has been shared with the group and the conclusion has been validated by the employee and the coordinator. In this paper we expose the first data and analysis and the entire work process