HOW HAS THE ADOPTION OF THE PRIVATE SECTOR SUBSTANTIVE AGENDA IMPACTED ON THE PSYCHOLOGICAL CONTRACT OF FIRE FIGHTERS IN DUBLIN FIRE BRIGADE

This dissertation explores the employment relationship of fire fighters in Dublin Fire Brigade at a time of significant change. To facilitate the exploration the research draws on the framework of the psychological contract with the addition of themes from Walton, McKersie and Cutcher-Gershenfeld’s ‘Strategic Negotiations’ (2000). The findings draw out both positive and negative psychological contract states of fire fighters, with variation evident depending on length of service. Approaches to achieving cost reductions, sustained contributions and increased flexibility reflected those of ‘The Management Objectives in the Competiveness Era'. However, there was no evident predicted shift for all fire fighters to the components said to reflect a more transactional psychological contract contract. Nonetheless, an evident trend did reveal that longer serving fire fighters were experiencing this shift and was having an knock on effect on attitudes and some behaviours. Research into the psychological contracts of fire fighters in Dublin Fire Brigade with the inclusion of Walton et al’s (2000) theory of employment relations has not been done before. Additionally, the qualitative method chosen to investigate the psychological contract is in contrast with the quantitative method advocated by the Chartered Institute of Personnel. It therefore offers an alternative approach.