{'fraction_non_alphanumeric': 0.025075225677031094, 'fraction_numerical': 0.003009027081243731, 'mean_word_length': 5.835616438356165, 'pattern_counts': {'":': 0, '<': 0, '<?xml version=': 0, '>': 0, 'https://': 0, 'lorem ipsum': 0, 'www.': 0, 'xml': 0}, 'pii_count': 0, 'substrings_counts': 0, 'word_list_counts': {'cursed_substrings.json': 0, 'profanity_word_list.json': 0, 'sexual_word_list.json': 0, 'zh_pornsignals.json': 0}}
The state of the psychological contract and employees’ intention to leave: The mediating role of employee well-being

Changes in the work environment can influence employees’ perception of the employment relationship, their psychological contracts, and consequently, their work-related attitudes and behaviour. The study aimed to demonstrate the mechanism through which the state of employees’ psychological contract impacts employees’ intention to leave employment and the role of employee well-being as a mediator. Cross-sectional data were obtained from employees representing various organisations (N = 246). Structural equation modelling demonstrated that employee well-being mediates the relationship between the state of the psychological contract and an employee’s intention to leave the organisation. The study stresses the importance of designing individual-level interventions to enhance well-being in the workplace, which should form part of the retention strategy of any organisation.