Although challenging behavior can occur in any classroom, research show that most people living in poverty lifestyles,are twice as likely to be at risk for developmental, behavioral, and social delays as children in families earning 200 percent or more of the federal poverty line (Children’s Defense Fund 2014). That is, while 10–21 percent of all preschool children show challenging behaviors such as aggression, noncompliance, defiance, tantrums, and property destruction, 30 percent of children who live in poverty exhibit such behaviors (Voorhees et al. 2013).
Psychological contracts can be split into transactional and relational psychological contracts, values of intrinsic and extrinsic are both embedded within them (Rousseau, 1995). It is important to point out that the psychological contract is dynamic in nature and it develops as the time passes and it has an aggregation within itself, and it can change if the employment conditions change (Guest et al., 1996).
Human Capital Advantage
(Pfeffer, 1998) states that the link between HRM practices (Human Capital Advantage) and organisational performance can be explained through two broad perspectives, the contingency (best fit) approach and the universal (best practice) approach.
If the ‘best practices’ are identified and implemented it will raise the business performance but on the other hand, ‘best fit’ will improve business performance if it is aligned with business strategy (Jahanian et al., 2012). However, the ‘best practice’ approach might make more sense if the focus is to grasp underlying principles of the practices as opposite to practice them. Hence, it would be ideal to think as a ‘good practices’ as opposite to ‘best practices’ (Becker and Gerhart, 1996).
On the other hand “best fit” might seem more realistic model, but in this approach, it’s difficult to quantify all micro and macro variables and difficult to interlink them, and it doesn’t take account of processes change (Purcell, 1999). HCA elements in John Lewis are both mix of ‘best practice’ and ‘best fit’.
Motivation and Commitment
(Herzberg, 1986) identify that factors leading to job satisfaction are different from those leading to dissatisfaction known as motivation and hygiene factors. Hence, the individual job design should be seen as a positive resource of motivation which can be further explained by goal setting theory which states that if individual feels that the job tasks is stretching, they will typically be motivated to increase their effort to finish the desired goals (Locke and Latham, 2006).
