PSYCHOLOGICAL CONTRACT AND EMPLOYEE RETENTION: THE MEDIATING ROLE OF HR IN PRIVATE HOSPITALS
When a person is enthusiastic about his or her job, he or she becomes a part of the organization, puts in extra effort, and collaborates better with his or her coworkers. An employee that is actively interested and highly engaged in their work is more likely to take on more challenging duties be more driven to advance, and aggressively advocate the company's interests. The intention to leave the organization is caused by a lack of commitment to the organization. This indicates that if a person is actively involved in his work, he will be more enthusiastic about his job, more actively connected with the business, and more likely to put up additional effort in his current position. Every company has obstacles it must overcome in today's dynamic and competitive economy in order to exist. How to retain staff members content and productive over the long term is one of the most urgent challenges. Every employee has the freedom to change jobs depending on their own preferences as well as other considerations including pay, working conditions and terms of employment, payment and benefits, and possibilities for professional growth. The study's main goal is to i. Evaluate the psychological contract and how it affects employee retention ii. To determine the causes of psychological contract. iii. To determine which psychological contract component has the most influence on employee retention. iv. To recognize the many employee retention incentives used by HR professionals. Data was analyzed using SPSS version 25. The findings indicate that commitment and involvement, job security, training and development, trust and feedback play an important role in employee’s retention with the organization.
Psychological Contract, HR, Retention