their own work. Sponsor Stage- Employees in this stage take on managerial roles and help better the company rather than oversee apprentices like in the mentor stage. Exploration Stage- Employees in this stage are new and have an unclear path in their career and are uncertain if they will stay with the same organization. They search for guidance and motivation from the organization to help them made decisions about their future. Establishment Stage- Employees in this stage want to establish themselves in their organization. Employees want more responsibilities, more opportunities for promotion, and performance-based rewards. Maintenance Stage- Employees in this stage feel as if their role in the organization has reached a stagnation and care to pursue other things in life besides just work. Disengagement Stage- Employees in this stage are nearing the end of their career path. They are close to retiring, take on less work, and work at slower paces. Studies from Canadian adjunct professor and psychology researcher Yani Likongo demonstrated that sometimes in organizations an idiosyncratic psychological contract is built between the employee and his direct supervisor in order to create an "informal deal" regarding work-life balance. These "deals" support the idea of a constructivist approach including both the employer and the employee, based on a give-and-take situation for both of them. Similarities are drawn between the psychological contract and social exchange theory in that the relationship's worth is defined through a cost-benefit analysis. The employee's attitude toward changes in the company which lead to changes in the psychological contract . An employee's attitude toward change in the job is directly linked to the employee's psychological contract with the manager or employer. An employee's attitude and mindset about what changes could benefit them in what ways could affect the psychological contract they have with the manager. If managed effectively, the relationship will foster mutual trust between the parties, matching the objectives and commitments of the organization to those of their employees. But a negative psychological contract can result in employees becoming disenchanted, demotivated and resentful of authoritarianism within the organization. This will result in an increasingly inefficient workforce whose objectives no longer correspond to the organization they work for. The main cause of disappointment tends to be that middle managers are protective of their status and security in the eyes of their superiors, and this can introduce conflicts of interest when they are required to fulfill their