te with family and other social groups, as it is not the only vehicle leading to the satisfaction of needs. By understanding and allowing for this, managers will help to improve and maintain the morale of workers
             A psychological contract also exits between an employer and an employee
             However, work can go a long way to satisfying a range of needs through the provision of wages and salaries and also through the interaction on a personal basis with colleagues. Work can offer an opportunity for a greater fulfilment in the form of satisfying human potential. The contract can be one of three between the employer and employee. "Co-operative" – a shared belief and common ground existing between the employer and employee. "Coercive" – The employee realises he will be treated fairly as long as he does not challenge the right to control, that the employer holds. This can be a de-motivator as the employee feels a perhaps a valuable contribution to operational strategies will go unheard or will be unwelcome. The third relationship in a psychological contract is the "Calculative" relationship – where the relationship hinges on benefits gained through "transactions at the expense of another". This can be highly de-motivating to both parties concerned. A co-operative relationship is clearly the most beneficial to BT. If the employer and the employee both share the same relationship they may perhaps share the same goals, then this will go on to cement a good working relationship which will benefit both the staff and BT as a whole. At the moment, it would perhaps be apparent that a coercive if not calculative relationship existed between the employer and employees.
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