The pandemic and the lack of manpower affecting businesses and organizations have an impact on the workplace. These two circumstances disrupt work organization and task assignments to employees. Similarly, the upheavals caused by mergers, demergers and reforms that occur every decade in the Quebec health and social services network bring about their share of changes. Each of them leads managers and employees to adapt. At the core of these disturbances, the psychological contract (PC) is tested as it emanates from the employment relationship. There is a risk of contract breach while such a breach entails costs for an organization. It is therefore relevant to ask oneself: can management practices minimize the impact of organizational upheavals on the psychological contract? By using a mixed method, the study presented here has shown the favourable and unfavourable effects of certain management practices related to work organization and to task allocation practices on the psychological contract during an organizational change. Providing the basis for new research on management practices as well as on the psychological contract, the results allow managers to become aware of their impact on the psychological contract, and to identify work organization management practices and tasks that favour the psychological contract in order to take advantage of them in the current context.