Psychological Contract and Retention Practices: A Guide for Addressing the Needs of Different Race Groups in Higher Education

2021 ◽  
pp. 261-284
Author(s):  
Annette M. Snyman
Keyword(s):  
Higher Education ◽  
Psychological Contract ◽  
Retention Practices

scholarly journals The psychological contract in relation to employment equity legislation and intention to leave in an open distance higher education institution

2019 ◽  
Vol 39 (1) ◽  
pp. 72-92 ◽  
Author(s):  
Annette Snyman ◽  
Nadia Ferreira ◽  
Alda Deas
Keyword(s):  
Higher Education ◽  
South African ◽  
Psychological Contract ◽  
Education Institution ◽  
Intention To Leave ◽  
Employment Relationship ◽  
Employment Equity ◽  
Higher Education Institution ◽  
White Males ◽  
Significant Relationships

In recognition of the injustices of South Africa’s apartheid past, employers have a responsibility to ensure that employment equity practices are implemented, without harming important aspects of the employment relationship, such as the psychological contract and the intention to leave. The aim of this study was to determine the relationship between the psychological contract, employment equity legislation practices and the intention to leave (as measured by structured questionnaires comprising standardised scales) in an open distance higher education institution. In this regard, special attention was given to the influence of employment equity on employees’ intention to leave, which forms an important part of the psychological contract. The study also focused on the differences that exist between the three different social groupings (Africans, white males and white females, coloureds and Indians), gender and qualification levels regarding their perceptions about how the psychological contract influences employment equity legislation practices and intention to leave. A quantitative survey was conducted on a stratified random sample of employees (N = 339) who were white (58.4%), male (50.1%) and between the ages of 31 and 60 and were all employed at an open distance higher education institution. Correlational statistics and multiple regression analyses revealed a number of significant relationships between the three variables. In the South African employment equity context, the findings provide valuable information that can be used to inform managers and human resource practitioners on employment equity strategies. The practical implications of the findings also add new insights in terms of the psychological contract, intention to leave and management of the employment relationship.

How students ‘stay the course’: Retention practices in higher education

2013 ◽  
Vol 45 (2) ◽  
pp. 135-147 ◽  
Author(s):  
Ewa Kurantowicz ◽  
Adrianna Nizinska
Keyword(s):  
Higher Education ◽  
Course Retention ◽  
Retention Practices

scholarly journals Organisational commitment in the era of the new psychological contract

2011 ◽  
Vol 14 (3) ◽  
pp. 333-345 ◽  
Author(s):  
Anthonie Theron ◽  
Nicole Marguerite Dodd
Keyword(s):  
Higher Education ◽  
Human Resource ◽  
Psychological Contract ◽  
Target Population ◽  
Psychological Contracts ◽  
Effective Management ◽  
Organisational Commitment ◽  
Hrm Practices ◽  
Nelson Mandela ◽  
Self Administered Questionnaire

The aim of this study was to investigate organisational commitment in an organisation that had recently experienced organisational restructuring (a merger). The psychological contract that exists between employees and organisations is brittle due to many organisational changes that stem from organisational restructuring.  When psychological contracts are breached, employees may experience reduced commitment to the organisation.  The target population for this study consisted of all employees working at three recently-merged higher education institutions in the Nelson Mandela Metropolis (n=100) and a self-administered questionnaire was distributed amongst staff.  The results indicated that an increase in the number of positive human resource management (HRM) practices reported by respondents correlated with a decrease in violation and breach of the psychological contract, despite organisational restructuring.  It was further revealed that effective management of the psychological contract is crucial during organisational restructuring, in order to maintain the commitment and loyalty of employees.

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