This study aims at understanding the basis of the psychological contract between employees and high performance organizations in the current scenario where labor relations are increasingly linked to an intense dedication to the organization and to an increase of the workload far beyond eight o clock contract. We sought to understand what attracts these professionals to companies considered to be high performance ones, what these companies offer to employees, explicitly and, primarily, implicit, that make these organizations attractive to them. The theoretic basis of the work lies on a literature review on topics such as the psychological contract, systems and work practices related to high performance, as well as the positive and negative impacts generated by high performance (eg, intensification of work). To achieve the objectives of the work we carried out a qualitative study with semi-structured interviews with twelve employees of private companies whose management style was strongly based on values of high performance. The results of the interviews were analyzed according to the literature, seeking to understand what the basis of exchange relations between the respondents and the companies in which they operate. The results of the analysis indicate that although most of the professionals enjoy the activities they carry out in their work, the costs linked to high performance are significant, impacting their personal lives and many times affecting the family relationship.