Abstract

This study investigated the interrelations of the psychological contract with work engagement and turnover
intention, which has hitherto been a largely overlooked topic in psychological contract research. Although previous
research has mainly focused on how psychological contracts influence job attitudes and behaviours, it is proposed
here that attitudes and behaviours also affect the psychological contract that the employee has with the
organization. Moreover, it is proposed that because reciprocity norms are more important among shortly tenured
employees, mutual relationships between psychological contracts and work engagement and turnover intention were
stronger for employees with lower organizational tenure. Longitudinal data were collected among 240 employees
and proposed models were evaluated with structural equation modelling. The results show that indeed
psychological contract fulfilment was longitudinally related to higher work engagement and lower turnover
intentions, but only for employees with low tenure. Moreover, stability in work engagement, turnover intention,
and psychological contract over time was higher for those with high tenure, whereas the relations between turnover
intention and the psychological contract were stronger for those with low organizational tenure. These findings
demonstrate that psychological contracts are reciprocally interrelated with work outcomes, and that such relations
are stronger for those with low tenure.