| dc.description.abstract | In recent years, work relationships have undergone significant transformations,
highlighting its crucial impact on the work environment, employee performance,
engagement, and job satisfaction (Kissler, 1994; Parks & Kidder, 1994). This shift is
centered around the psychological contract, an implicit understanding of mutual
expectations between employees and employers (Rousseau, 1989; Robinson &
Rousseau, 1994). Originating from Argyris's 1960 work and gaining momentum after
Rousseau's 1989 contribution, this study explores the precursors of the psychological
contract, their role in formation, and outcomes like employee engagement and intention
to leave. Emphasizing the multidimensional nature of psychological contracts,
including both transactional and relational aspects, the study moves into the complexity
of these agreements (Rousseau, 1990; Robinson & Rousseau, 1994). Unlike prior
research focusing on global assessments of contract breaches, this study considers the
possibility of contracts being both over- and under-fulfilled (Feldman & Turnley,
1999).
This research seeks to uncover the complex dynamics of psychological
contracts by investigating their antecedents and consequences. The study aims to
scrutinize the moderating effect of person-organization fit on the outcomes of these
contracts, offering valuable insights into the changing landscape of work relationships
and their influence on both employee well-being and organizational dynamics.
Employing a sophisticated empirical design grounded in structured
questionnaires, this research focuses on the dynamics of psychological contracts. The
comprehensive two-part questionnaire meticulously captures demographic details and
psychological contract-related facets. The population comprises individuals aged
eighteen and above, engaged in the healthcare sectors across northern India,
specifically in Delhi, Faridabad, Gurugram, Ghaziabad, and Noida. The sampling
framework meticulously selects multispecialty hospitals, ensuring a judicious
representation of diverse demographics. In pursuit of methodological rigour, the
research secured a representative sample size of 1500 participants, strategically
distributed with 250 respondents each from Faridabad, Gurugram, Ghaziabad, and
Noida, alongside 500 participants from Delhi. This approach considers various factors,
including measurement scales, respondent availability, potential errors, and advanced data analysis techniques, aligning with established guidelines articulated by Sekaran
and Bougie (2016) and Roscoe.
The research thoroughly investigates the multifaceted nature of the
psychological contract within the healthcare sector, revealing key insights into its
formation and impact on employee engagement and turnover intentions. It reveals the
significant correlation between demographic and personality factors, such as age,
experience, and self-esteem, and the psychological contract among healthcare
professionals. It also emphasizes on the positive relationship between employer
attractiveness, developmental and economic value, and the psychological contract,
highlighting the strategic importance of organizational initiatives. The study also
elucidates the catalytic role of person-organization fit in strengthening the association
between the psychological contract and employee engagement, while mediating its
impact on turnover intentions.
The research holds considerable significance for healthcare managers and
decision-makers by highlighting the pivotal role of the psychological contract in
shaping outcomes for healthcare workers. The findings signify the positive impact of a
robust psychological contract on employee outcomes and overall well-being, providing
a foundation for targeted management strategies. Recommendations include
specialized programs to enhance understanding of the psychological contract, fostering
trust and clear expectations, as well as initiatives to address self-esteem and provide
comprehensive employee benefits. Proactive measures, such as regular communication
and tailored initiatives, are suggested to manage the psychological contract effectively
and reduce turnover intentions within the healthcare workforce. It emphasizes on the
subjective nature of the psychological contract, urging organizations to invest in
understanding unique drivers within their specific context for tailored strategies. It also
provides actionable insights crucial for improving employee well-being, organizational
reputation, and the overall effectiveness of the healthcare workforce. | en_US |
