The Psychological Contract of Women Managers in an Essential Service State-Owned Enterprise during and beyond the COVID-19 Pandemic

Abstract

Orientation: The fundamental recalibration of the psychological contract (PC) for women managers remains under-researched despite the recognised importance of flexible work and well-being. This study focuses on women managers in a South African essential service state-owned enterprise.
Research purpose: This study aimed to gain insights into the PC of women managers during and post the coronavirus disease 2019 (COVID-19) pandemic.
Motivation for the study: Radical changes impact PCs. This study explores how COVID-19 reshaped this contract for women managers in essential services, who faced unique compounded pressures in balancing leadership, and intensified domestic roles.
Research approach/design and method: Using a qualitative approach and purposive sampling, data were collected from 16 participants through semi-structured interviews.
Main findings: During the pandemic, participants expected clear communication, support, health measures, and flexible work, but instead faced employer demands for unwavering commitment and constant availability. Post-pandemic, they anticipated guided reintegration but perceived demands for an abrupt return to normalcy. Whilst some participants reported a breach of the PC, citing lack of care and appreciation, others expressed fulfilment regarding job security and flexible work adoption. Consistently, women managers emphasised expectations of equal treatment, professional development, and sensitivity to their unique gendered needs.
Practical/managerial implications: The pandemic exposed a crisis of reciprocity, triggering a shift from relational to transactional contractual terms. Organisations must implement concrete interventions: formalising hybrid work, establishing gender-responsive crisis protocols, implementing recognition systems, mandating transparent communication frameworks, and conducting PC audits.
Contribution/value-add: Organisational crises reshape the nature of the psychological contract while sustaining core expectations, with implications for long-term leadership engagement in essential services.