2024-10-24 13:27:00
By announcing his international retirement, footballer Antoine Griezmann surprised football fans. Far from being a special case, his situation sheds relevant light on certain human resources issues concerning all employees. Not just professional footballers!
Shock for football fans, who learned on September 30 that Antoine Griezmann had decided to retire internationally with the France team. Although several explanations have been put forward, all more or less plausible, this decision nonetheless remains surprising. Griezmann not only continues his career with Atletico Madrid, but until recently he said he wanted to continue playing for the French team.
To explain this apparent paradox, it may be useful to look at a key concept in human resources management: the psychological contract, or the mutual, often tacit, expectations between an employee and his employer. We will see that the study of the case of Antoine Griezmann leads us to draw more general lessons on the relationships of trust and recognition which link an individual and an organization.
A question of perception
The notion of psychological contract in human resources management involves the dynamic and unique relationship, made of reciprocity, commitment and beliefs, which is established between an individual and an organization. Eminently subjective, the psychological contract translates into expectations and representations of the employee towards the organization – and symmetrically of the organization towards the employee. Briefly, we consider that this psychological contract is based on a perceived promise from the individual, a reward from the organization, and an acceptance of the terms. Consequently, this relationship is bound to evolve in particular depending on the employee’s perception.
This is precisely what makes this notion interesting, particularly in cases known as “breach” or “violation” of the contract. If the notion of “rupture” defines a cognitive evaluation, i.e. a calculation carried out by the individual and qualifying the perceived gap between their obligations and the perceived rewards of the organization, cases of “violation” on the other hand include a more directly emotional dimension, mobilizing emotions such as frustration, anger or even disappointment.
After a disappointing Euro, Griezmann had also mentioned this emotional aspect :
“I tried to adapt to the Euro. There was a lot of frustration, a lot of anger, since I never felt at the heart of the game the way I like […] My game goes through my head, through my mind. If I’m happy, everything is fine. »
To try to formulate some hypotheses on Antoine Griezmann’s decision, we will insist in particular on reciprocity, individual commitment, and belief in the promises of the organization.
Reciprocity undermined
Reciprocity presupposes by definition a mutual, often long-term, bipartite commitment, without clauses being explicitly specified or written.
In the case of Griezmann, his position as holder and manager seemed undisputed until then, and above all essential within the France team for almost ten years. However, its place on the field as much as its symbolic role was widely questioned during Euro 2024. This was also accompanied by profound changes in the balance of the game, the organization or the hierarchy of the team. the French team. So much so that, something rare for the person concerned, Griezmann publicly expressed a certain frustration, speaking of sadness or even disappointment.
Brought back to the psychological contract, his words are enlightening: the bond of reciprocity between the Blues striker and his coach has clearly crumbled. Indeed, more generally, reciprocity guarantees the balance necessary for the contract, and clear communication, punctuated by feedbacks on the part of managers, contributes to its maintenance. Reciprocity is therefore ensured as long as the parties meet each other’s needs. However, when the exchange is no longer respected, the relationship becomes asymmetrical, thus weakening the agreement and undermining the individual’s commitment.
The commitment in question
The psychological contract also implies a certain number of promises to be kept on the part of the parties concerned: this aspect refers to the notion of commitment which notably promotes behaviors such as loyalty or the feeling of belonging to the group. On this point, it’s difficult to do better than Antoine Griezmann; his loyalty to the selection was never in question.
On the other hand, a fact put forward could possibly damage the relationship of trust with his coach. In 2023, after the announcement of the international retirement of Hugo Lloris (also close to Griezmann), while Griezmann was implicitly expected to take over the armbandDidier Deschamps finally opted for Kylian Mbappé. If this fact may seem anecdotal, we must remember how wearing the armband represents a highly symbolic issue, especially since the tensions around these questions do not seem completely closed within the French team.
In fact, commitment refers to an often emotional bond between the individual and their organization or group. If this bond tends to crumble, then the entire relationship of trust at the basis of the contract is altered, and even possibly compromised, which could lead to disengagement and lower performance on the part of employees.
Trust and signs of recognition
Within the framework of the psychological contract, the alliance is sealed by trust anchored in the individual’s beliefs towards the organization. These translate into promises of loyalty, professional opportunities or belonging to the community, in particular through the consideration shown towards commitment and personal qualities.
This point may seem paradoxical to say the least in the case of a player like Griezmann, who actually enjoys wide popularity. However, as the sports journalist recalls Philippe Auclairin an era where individual performance is reduced to statistics, it seems difficult to appreciate the very particular collective contribution of Griezmann, who combines athletic and aesthetic qualities, and above all an unrivaled ability to coordinate the game. His remarkable self-sacrifice in finally makes the very archetype of the player ready to sacrifice himself and put the team’s performance before refining his personal statistics.
For managers, it therefore appears essential to keep the promises that employees believe in, particularly in terms of valuation and recognition for work accomplished and good and loyal service. However, handling the art of recognition is not easy: these individual contributions to the collective are sometimes tacit, and in fact less easily objectifiable than a series of figures or a purely individual evaluation.
Griezmann, a symbol?
As such, Antoine Griezmann, through his dedication to the collective, represents an almost anachronistic model, in an era which favors individual performance at all costs. The so-called career models “nomads” in fact insist on psychological contracts negotiated in the short term, where loyalty no longer appears to be the priority.
However, managers have every interest in being vigilant about the promises made by the organization. To the extent that these are perceived in a unique way by individuals, they bring into play deep emotional dynamics, which can go as far as love or hatewhile being required to experience developments… even reversals.
After all, wouldn’t Griezmann be the first to reverse his international retirement decision? Should we remember that this was also the case for Messi in 2016, before he changed his mind and led his team tremendously during Argentina’s victorious World Cup in 2022?
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Interview with Dr. Jean-Pierre Martin, Sports Psychologist and Human Resources Expert
Editor: Thank you for joining us, Dr. Martin. Antoine Griezmann’s decision to retire from international football has sparked a lot of discussions. What would you say are the key factors that influenced his surprise announcement?
Dr. Martin: Thank you for having me. Griezmann’s retirement highlights the broader implications of what we call the “psychological contract” in human resources. This contract refers to the unwritten expectations between an employee and an organization. In Griezmann’s case, it seems that both his commitment to the French team and the trust he had in its leadership were compromised, especially following the disappointing Euro 2024.
Editor: Could you elaborate on how the concept of reciprocity plays a role in this situation?
Dr. Martin: Absolutely. Reciprocity within the psychological contract means both parties—Griezmann as the player and the French team as the organization—must meet each other’s needs. Griezmann felt a shift in his role and importance during the Euro, and this change may have led to a perception that his contributions were undervalued. When players feel their value isn’t recognized, it can damage the reciprocal relationship that fosters commitment and loyalty.
Editor: It’s interesting you mention commitment. How significant is that in maintaining the trust relationship in team sports?
Dr. Martin: Commitment is vital. Athletes like Griezmann thrive on the emotional bonds they develop with their teams. His loyalty was never in question, but events like the captaincy decision—where Griezmann was overlooked for Mbappé—may have affected his sense of belonging and trust within the team. When players experience such emotional rifts, it can lead to disengagement, ultimately influencing their performance and decision-making.
Editor: You also mentioned trust and recognition. Can you explain why these factors are crucial for athletes?
Dr. Martin: Trust and recognition are at the heart of the psychological contract. Athletes need to feel valued not just for their statistics or gameplay, but for their unique contributions to the team’s dynamic. Griezmann’s multifaceted playing style is a classic example; while statistics might not capture his full impact, his ability to facilitate team cohesion is invaluable. When recognition is lacking, it can erode trust, leading to decisions like Griezmann’s retirement.
Editor: So, what can organizations, including sports teams, learn from Griezmann’s situation?
Dr. Martin: Organizations should prioritize open communication and ongoing feedback to ensure that all members feel valued and recognized. The emotional dimensions of professional contracts should not be overlooked, as they significantly impact commitment and performance. In Griezmann’s case, ensuring athletes feel seen and heard could make all the difference in retaining their loyalty and passion for the team.
Editor: Thank you, Dr. Martin, for shedding light on this complex topic. Your insights are invaluable in understanding the human aspects behind such decisions in sports.
Gnition are foundational elements in any relationship, including that between athletes and their teams. For athletes like Griezmann, feeling recognized for their contributions fosters a sense of belonging and value within the organization. This acknowledgment, both formally and informally, reinforces their emotional commitment to the team. When an athlete believes their hard work and dedication are not recognized or appreciated, it can lead to feelings of frustration and disappointment, ultimately impacting their motivation and performance on the field.
Editor: You raised an interesting point about recognition being sometimes tacit and less quantifiable. How should teams approach this to ensure athletes feel valued?
Dr. Martin: Teams should prioritize open communication and feedback. Regular check-ins and discussions regarding players’ roles, contributions, and expectations can strengthen the psychological contract. Additionally, coaches and team management should recognize individual contributions in team settings, celebrating not just achievements but also the hard work that goes unnoticed. This practice cultivates an environment of respect and appreciation, which is essential for maintaining team morale and performance.
Editor: do you think we might see Griezmann reconsidering his retirement decision, similar to what happened with Lionel Messi?
Dr. Martin: It’s certainly a possibility. Athletes often experience emotional fluctuations, and if circumstances change—such as a new coaching approach or a shift in team dynamics—Griezmann could very well be re-engaged. The bond and sense of belonging he feels towards the French team may draw him back if he perceives a renewed opportunity for contribution and recognition.
Editor: Thank you, Dr. Martin, for your insights into this intriguing situation surrounding Antoine Griezmann. It truly reflects the complex interplay between psychological contracts, trust, and recognition in sports and beyond.
Dr. Martin: Thank you for having me. It’s an important conversation that can resonate with many fields beyond football.
