Fulfillment of the employee psychological contract in a healthcare system: Does it drive employee engagement and reduce turnover intention?

Bonilla, Jennifer C.

doi:10.31274/etd-180810-5950

Cited by 7 publications

(8 citation statements)

References 138 publications

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“…Halbesleben and Wheeler (2008) identified engagement and embeddedness as unique constructs that predict intention to leave. Studies by Bonilla (2018), Caesens et al (2016) and Kasekende (2017) found that engaged employees are less inclined towards turnover intention. In a recent work, Abela and Debono (2019) found lack of employee engagement to be one of the factors that could trigger intention to leave.…”

Section: Review Of Literaturementioning

confidence: 96%

Influence of empowerment, psychological contract and employee engagement on voluntary turnover intentions

Sandhya

Sulphey

2020

IJPPM

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PurposeThe purpose of the study is to explore the influence of psychological empowerment, psychological contract and employee engagement on voluntary turnover intentions of employees in theinformation technology (IT) industry.Design/methodology/approachThe study used a cross-sectional, quantitative research design. The analysis for the study is based on a sample of 392 Indian IT professionals. Partial least square–structural equation modelling (PLS-SEM) was used to analyse the data.FindingsThis study has identified a significant relationship between turnover intentions, employee engagement, psychological contract and psychological empowerment. The findings of the study are that there exists significant positive influence of psychological contract and psychological empowerment on employee engagement. Employee engagement, in turn, has the capability to influence intention to leave the organization.Originality/valueThere is heightened awareness among industry leaders about the need to retain top performers. However, organizations are found to repeatedly fail in this regard. The study has succeeded in empirically establishing the complex relationship between empowerment, psychological contract, employee engagement and turnover intentions. The findings of the study are significant and have practical implications. It can be put to use by progressive managements in devising strategies to reduce turnover intentions.

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Section: Review Of Literaturementioning

confidence: 96%

Influence of empowerment, psychological contract and employee engagement on voluntary turnover intentions

Sandhya

Sulphey

2020

IJPPM

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“…H4: Supervisor support positively moderates the relationship between person-organization fit and employee engagement. Bonilla (2018) claimed that the inclination toward voluntary turnover is lower for employees who are highly engaged. In their groundbreaking investigation, Abela and Debono (2019) advocated that the absence of employee engagement is highly responsible for triggering turnover intention.…”

Section: Conceptual Framework and Hypotheses Developmentmentioning

confidence: 99%

Impact of person-job fit and person-organization fit on employee engagement: Moderating role of supervisor support

Hossain,

Khatun,

Shanjabin

2024

Annals of Human Resource Management Research

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Purpose: This study aimed to examine the impact of two fit concepts, namely, person-job fit (P-J) and person-organization fit (P-O), on employee engagement while taking supervisor support as the moderating variable. Research Methodology: The relationships among constructs were analyzed using correlation, and the study hypotheses were tested using regression. All employees of different mobile telecommunication companies in Bangladesh comprised the study population. The sample size was 100, which was taken using the judgmental sampling technique. Primary data were collected from a field-level survey using a structured questionnaire. Results: The results revealed a positive association between employee engagement and person-job fit, while person-organization fit had a similar association with engagement. The impact of these variables on employee engagement ultimately affects turnover intentions. This study also revealed that the association between person-organization fit and employee engagement is positively moderated by supervisor support. Limitations: The study used a common non-probability sampling technique and a small sample size, which is a limitation. Contribution: The insights will help managers to ensure a match between the job and organizational requirements and those of employees. The study will also inspire future research to connect Field Theory and social exchange theory (SET) with different concepts in different country and industry contexts. Novelty: For the first time in the relevant field, the study simultaneously connected field theory and SET theory with P-J and P-O fit with employee engagement.

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“…The social exchange theory is applied in the organization on the basis that there are appealing company actions that are intended for the employees. The lexicon of the social exchange model encompasses compensation, worth, resource, utility, reinforcement, comparison level, cost, transaction, income, and result [19]. Bentein and Guerrero [20] also positioned social exchange theory in a way that explains the workplace from the perspective of the employees.…”

Section: Theoretical Reviewmentioning

confidence: 99%

Mediating Effect of Organisational Capabilities on Relational Contract and Performance of Academic Staff at Selected Public Universities in Kenya

Odengo¹,

Bula²,

Kiiru³

2022

ujm

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Academic staff performance in higher education institutions globally, is seen as a fundamental driver of economic growth achieved through the dispersion of knowledge towards manpower development. The complexity of academic staff performance in Kenyan universities has drawn criticism. Relational contract is thought to have an impact on employee attitudes and performance. The objective of the study envisaged examining how organizational capabilities mediated the relationship between academic staff performance and relational contract at selected Kenyan public universities. This study was conducted using descriptive and explanatory research design. This study targeted six public universities whose student populations were above 15,000 and a minimum of 4 similar schools across the universities. The target population was 6 selected public universities with a population size of 6,271 academic staff. The sample size was 362 academic staff of the selected schools in the selected public universities. Primary data was collected using a questionnaire, bearing both structured and semi-structured questions. The findings established that organisational capabilities partially mediated association between academic staff performance and relational contract in selected Kenyan public universities. The study concluded that institutional capabilities such as organizational leadership, organizational communication and organizational culture are necessary ingredients that universities need to implement sustainable relational contract which can result in not only high performance of staff but also sustainable performance. The study recommends that management of public universities in their pursuit of increased staff performance should invest in modern, working and reliable organisational capabilities which will create a conducive environment for effective management of relational contract between the universities' management and staff.

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Fulfillment of the employee psychological contract in a healthcare system: Does it drive employee engagement and reduce turnover intention?

Cited by 7 publications

References 138 publications

Influence of empowerment, psychological contract and employee engagement on voluntary turnover intentions

Influence of empowerment, psychological contract and employee engagement on voluntary turnover intentions

Impact of person-job fit and person-organization fit on employee engagement: Moderating role of supervisor support

Mediating Effect of Organisational Capabilities on Relational Contract and Performance of Academic Staff at Selected Public Universities in Kenya

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