The article reviews Denise M. Rousseau's book "Psychological Contracts in Organizations: Understanding Written and Unwritten Agreements," which explores the concept of psychological contracts in organizational settings. Rousseau addresses the paradoxes and challenges associated with these contracts, such as their voluntary nature and the need for flexibility. The book provides a comprehensive intellectual foundation for understanding psychological contracts, drawing on social psychology to explain the perspectives of both parties involved. It discusses how organizational representatives contribute to employees' perceptions of the contract and offers practical advice on handling violations and changes in the contract. While the book is valuable for its depth and clarity, it also acknowledges limitations, particularly in addressing the emotional dynamics and power imbalances within organizations. The review suggests that the metaphor of psychological contracts may need to be complemented by other models, such as viewing organizations as social gatherings, to fully capture the complexity of workplace relationships.The article reviews Denise M. Rousseau's book "Psychological Contracts in Organizations: Understanding Written and Unwritten Agreements," which explores the concept of psychological contracts in organizational settings. Rousseau addresses the paradoxes and challenges associated with these contracts, such as their voluntary nature and the need for flexibility. The book provides a comprehensive intellectual foundation for understanding psychological contracts, drawing on social psychology to explain the perspectives of both parties involved. It discusses how organizational representatives contribute to employees' perceptions of the contract and offers practical advice on handling violations and changes in the contract. While the book is valuable for its depth and clarity, it also acknowledges limitations, particularly in addressing the emotional dynamics and power imbalances within organizations. The review suggests that the metaphor of psychological contracts may need to be complemented by other models, such as viewing organizations as social gatherings, to fully capture the complexity of workplace relationships.