Orientation: Coaching has the potential to align the expectations between young millennial professionals and their organisations as coaching in a business context should result in mutually beneficial outcomes valued by both the coachee and the organisation. Research purpose: The research reported in this article explored how coaching contributes to the alignment of the psychological contract between an organisation and the young millennial professional. Motivation for the study: The work-related preferences and expectations of millennials can result in misalignment in the psychological contract between organisations and young millennial professionals, negatively affecting their level of engagement; performance and tenure. There is a paucity of research into building psychological contract mutuality and the coaching of millennials. Research approach/design and method: A phenomenological approach within a qualitative research design was followed. This included semi-structured interviews with seven young millennial professionals who had been coached and email interviews with five coaches who had coached young millennial professionals. Main findings: Coaching can enhance the psychological contract between young millennial professionals and their organisations, particularly with regard to career development. Alignment in expectations regarding career development may result in improved performance; enhanced affective commitment and lower turnover. Practical/managerial implications: Coaching is a viable strategy for organisations to engage and retain their young millennial professionals by cultivating psychological contract alignment in the employer-employee relationship. Contribution/value-add: This research supplements the limited body of knowledge on building psychological contract mutuality and coaching efficacy for young millennials.

中文翻译：

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教练如何调整年轻的千禧一代专业人士与组织之间的心理契约

方向：教练有可能使年轻的千禧一代专业人士及其组织之间的期望保持一致，因为在商业环境中进行教练应会导致受辅导者和组织都重视互惠互利的结果。研究目的：本文报道的研究探讨了教练如何促进组织与年轻的千禧一代专业人士之间心理契约的协调。研究动机：千禧一代与工作相关的偏好和期望会导致组织与千禧一代年轻专业人员之间的心理契约失调，从而不利于他们的参与水平；绩效和任期。在建立心理契约互助和千禧一代的教练方面，研究很少。研究方法/设计和方法：遵循定性研究设计中的现象学方法。其中包括对七位年轻的千禧一代专业人士的半结构化访谈，以及对五位曾培训过千禧一代专业人士的教练的电子邮件访谈。主要发现：教练可以增强年轻的千禧一代专业人士及其组织之间的心理契约，尤其是在职业发展方面。与职业发展的期望保持一致可能会提高绩效；增强情感投入并降低营业额。实际/管理上的影响：培训是组织通过在雇主与雇员关系中培养心理契约一致性来吸引和留住年轻的千禧一代专业人士的可行策略。