Psychological Contracts, Employee Engagement, and Organizational Commitment in the Construction Industry

This study examined the relationship among psychological contracts, employee engagement, and organizational commitment in the construction industry in Negros Occidental using a mixed-methods approach that integrated quantitative analysis and qualitative insights from employees. Quantitative findings revealed that psychological contracts, particularly the relational and balanced dimensions, were rated at a high level, indicating strong perceptions of trust, organizational support, and opportunities for professional growth. Employee engagement was likewise found to be high, particularly in terms of vigor and dedication, while absorption was rated from moderate to high. Organizational commitment reflected a high level of affective commitment, with continuance and normative commitment ranging from moderate to high levels. Furthermore, no significant differences were found across demographic variables such as age, sex, and length of service, suggesting that employee experiences were generally consistent across groups. Qualitative findings supported these results and identified seven key themes: Job Role Clarity and Skill Development; Work Experience and Professional Growth; Compensation and Financial Considerations; Workplace Relationships; Treatment and Employee Perceptions; Organizational Support and Assistance; Motivation and Work Drivers; and Job Satisfaction and Contentment. These themes highlighted critical factors influencing employee engagement and organizational commitment, including clear role expectations, opportunities for growth, fair compensation, positive workplace relationships, and strong organizational support. Employees also emphasized personal factors such as family responsibilities, financial needs, and career aspirations, which significantly influenced their motivation and persistence at work. The findings suggest that although employees generally demonstrate high levels of engagement and commitment, variations in workplace practices and support systems remain, indicating areas for organizational improvement. Based on these findings, a Human Resource (HR) Intervention Model was developed to enhance employee engagement and organizational commitment through structured and integrated HR practices. Ultimately, the study underscores that sustaining workforce performance in the construction industry requires aligning organizational systems with employees’ psychological, social, and economic needs.

Business Administration, Psychological Contract, Employee Engagement, Organizational Commitment, Mixed Methods Study, Negros Occidental, Philippines

1. Ahmad, A., Mahmood, A., & Khan, M. (2023). Social exchange theory and workplace behavior: Contemporary perspectives on employee commitment and retention. International Journal of Organizational Analysis. [Google Scholar] [Crossref]

2. Anlesinya, A., & Amponsah-Tawiah, K. (2022). Employee relations and organizational outcomes: The role of supportive leadership and workplace practices. Journal of Organizational Effectiveness: People and Performance, 9(3), 421–438. [Google Scholar] [Crossref]

3. Ahmad, N., Khan, M. A., & Shah, S. Z. A. (2023). Psychological contract, social exchange, and employee commitment: A contemporary review. International Journal of Organizational Analysis, 31(4), 1123–1140. https://doi.org/10.1108/IJOA-2022-XXXX [Google Scholar] [Crossref]

4. Akkermans, J., Richardson, J., & Kraimer, M. L. (2021). The COVID-19 crisis as a career shock: Implications for careers and vocational behavior. Journal of Vocational Behavior, 126, 103434. [Google Scholar] [Crossref]

5. Albrecht, S. L., Breidahl, E., & Marty, A. (2021). Organizational resources, organizational engagement climate, and employee engagement. Career Development International, 26(3), 279–296. [Google Scholar] [Crossref]

6. Allan, B. A., Duffy, R. D., & Douglass, R. P. (2021). Meaningful work and employee well-being: A review and integration. Journal of Career Assessment, 29(4), 599–617. [Google Scholar] [Crossref]

7. Alcover, C. M., Chambel, M. J., Fernández, J. J., & Rodríguez, F. (2022). Linking psychological contracts and employee outcomes: A systematic review. European Management Review, 19(1), 45–61. [Google Scholar] [Crossref]

8. Alshaabani, A., Hamza, K. A., & Rudhumbu, N. (2021). The influence of organizational support on employee engagement and commitment. Sustainability, 13(21), 11979. [Google Scholar] [Crossref]

9. Bakker, A. B., & Albrecht, S. L. (2021). Key questions regarding work engagement. European Journal of Work and Organizational Psychology, 30(1), 4–18. [Google Scholar] [Crossref]

10. Bakker, A. B., & Demerouti, E. (2023). Job demands-resources theory: Taking stock and looking forward. Journal of Occupational Health Psychology, 28(3), 199–210. [Google Scholar] [Crossref]

11. Breevaart, K., & Bakker, A. B. (2022). Daily job demands and employee engagement. European Journal of Work and Organizational Psychology, 31(2), 210–223. [Google Scholar] [Crossref]

12. Buil, I., Martínez, E., & Matute, J. (2021). Transformational leadership and employee performance: The mediating role of engagement. International Journal of Environmental Research and Public Health, 18(5), 2665. https://doi.org/10.3390/ijerph18052665 [Google Scholar] [Crossref]

13. Caesens, G., Stinglhamber, F., & Luypaert, G. (2023). Perceived organizational support and employee attitudes: A contemporary review. Current Psychology, 42(8), 6324–6338. [Google Scholar] [Crossref]

14. Chahar, B. (2020). Dimensions of psychological contract and employee outcomes: A conceptual review. International Journal of Human Resource Studies, 9(3), 56–72. [Google Scholar] [Crossref]

15. Creswell, J. W., & Plano Clark, V. L. (2023). Revisiting mixed methods research designs twenty years later. In A. Tashakkori & C. Teddlie (Eds.), The SAGE handbook of mixed methods research design (2nd ed.). Sage Publications. [Google Scholar] [Crossref]

16. Cropanzano, R., Anthony, E. L., Daniels, S. R., & Hall, A. V. (2022). Social exchange theory: A critical review. Journal of Management, 48(1), 6–35. [Google Scholar] [Crossref]

17. Coetzer, A., Inma, C., Poisat, P., Redmond, J., & Standing, C. (2021). Job embeddedness and employee retention: The influence of workplace relationships and organizational support. Personnel Review, 50(1), 286– 304. https://doi.org/10.1108/PR-07-2019-0360 [Google Scholar] [Crossref]

18. Dawadi, S., Shrestha, S., & Giri, R. A. (2021). Mixed-methods research: A discussion on its types, challenges, and criticisms. Journal of Practical Studies in Education, 2(2), 25–36. https://doi.org/10.46809/jpse.v2i2.20 [Google Scholar] [Crossref]

19. De Vos, A., Van der Heijden, B. I. J. M., & Akkermans, J. (2022). Sustainable careers and employee development. Journal of Vocational Behavior, 131, 103674. [Google Scholar] [Crossref]

20. Dirani, K. M., Abadi, M., Alizadeh, A., Barhate, B., Garza, R. C., Gunasekara, N., Ibrahim, G., & Majzun, Z. (2023). Leadership competencies and employee engagement in contemporary organizations. Human Resource Development International, 26(1), 1–18. [Google Scholar] [Crossref]

21. Donaldson, S. I., Lee, J. Y., & Donaldson, S. I. (2022). Positive organizational psychology and employee performance. Journal of Positive Psychology, 17(2), 145–158. [Google Scholar] [Crossref]

22. Eisenberger, R., Rhoades Shanock, L., & Wen, X. (2020). Perceived organizational support: Why caring about employees counts. Annual Review of Organizational Psychology and Organizational Behavior, 7, 1 01–124. [Google Scholar] [Crossref]

23. Fàbregues, S., Hong, Q. N., Escalante-Barrios, E. L., Guetterman, T. C., Meneses, J., & Fetters, M. D. (2021). A methodological review of mixed methods research in the health sciences. International Journal of Social Research Methodology, 24(6), 677–691. https://doi.org/10.1080/13645579.2021.1917084 [Google Scholar] [Crossref]

24. Fernet, C., Austin, S., Trépanier, S. G., & Dussault, M. (2023). How job resources and meaningful work foster employee motivation. Motivation and Emotion, 47(2), 256–271. [Google Scholar] [Crossref]

25. Fletcher, L., Alfes, K., & Robinson, D. (2023). Employee engagement and organizational outcomes: A contemporary review. Human Resource Management Review, 33(2), 100908. [Google Scholar] [Crossref]

26. Gagné, M., Deci, E. L., & Ryan, R. M. (2022). Self-determination theory and work motivation: New directions and developments. Annual Review of Organizational Psychology and Organizational Behavior, 9, 1–26. [Google Scholar] [Crossref]

27. Gerhart, B., & Feng, J. (2021). Compensation, motivation, and organizational performance. Human Resource Management Review, 31(2), 100780. [Google Scholar] [Crossref]

28. Glavas, A. (2023). Corporate social responsibility and employee engagement: Enabling employees to employ more of their whole selves at work. Frontiers in Psychology, 7, 796. https://doi.org/10.3389/fpsyg.2016.00796 [Google Scholar] [Crossref]

29. Griep, Y., & Vantilborgh, T. (2021). Reciprocal relationships and psychological contracts in organizations. Frontiers in Psychology, 12, 675173. [Google Scholar] [Crossref]

30. Guest, D. E., Isaksson, K., & De Witte, H. (2021). Psychological contracts and employee outcomes. Human Resource Management Journal, 31(2), 342–358. [Google Scholar] [Crossref]

31. Hadi, N., & Tentama, F. (2020). The relationship between job satisfaction and organizational commitment among employees. Humanities & Social Sciences Reviews, 8(4), 399–403. [Google Scholar] [Crossref]

32. Hadi, N. U., & Tentama, F. (2020). Affective commitment, continuance commitment and normative commitment in organizational commitment. American International Journal of Business Management, 3(8), 44–49. [Google Scholar] [Crossref]

33. Jiang, B., Ahmad, Z., & Iqbal, S. (2022). Role of psychological contracts in enhancing employee creativity through knowledge sharing. Frontiers in Psychology, 13, 834041. https://doi.org/10.3389/fpsyg.2022.834041 [Google Scholar] [Crossref]

34. Johansen, W. (2022). Internal communication and employee engagement. Corporate Communications: An International Journal, 27(1), 1–17. [Google Scholar] [Crossref]

35. Jolly, P. M., & Self, T. T. (2021). Organizational commitment in modern workplaces. Management Research Review, 44(9), 1225–1245. [Google Scholar] [Crossref]

36. Jooss, S., McDonnell, A., & Conroy, K. (2022). Leadership support, employee well-being, and organizational commitment in dynamic work environments. European Management Review, 19(4), 559–573. [Google Scholar] [Crossref]

37. Karatepe, O. M., Saydam, M. B., & Okumus, F. (2022). The role of organizational support in employee engagement and retention. International Journal of Contemporary Hospitality Management, 34(5), 1902–1920. [Google Scholar] [Crossref]

38. Kickul, J., & Lester, S. W. (2021). Broken promises: Equity sensitivity as a moderator between psychological contract breach and employee attitudes and behavior. Journal of Business and Psychology, 36(2), 191– 205. https://doi.org/10.1007/s10869-020-09689-5 [Google Scholar] [Crossref]

39. Kim, M., & Beehr, T. A. (2022). Fairness perceptions and employee outcomes. Journal of Managerial Psychology, 37(5), 401–416. [Google Scholar] [Crossref]

40. Kim, S., Im, J., & Hwang, J. (2022). Employee recognition and organizational commitment. Sustainability, 14(4), 2258. [Google Scholar] [Crossref]

41. Kim, M., & Beehr, T. A. (2022). Empowering leadership and employee well- being: The role of trust, support, and workplace relationships. Journal of Leadership & Organizational Studies, 29(1), 52–66. https://doi.org/10.1177/15480518211017436 [Google Scholar] [Crossref]

42. Knight, C., Patterson, M., & Dawson, J. (2021). Building employee engagement through workplace resources. Human Resource Management Journal, 31(3), 635–651. [Google Scholar] [Crossref]

43. Kundi, Y. M., Qureshi, M. A., Akhtar, R., & Hussain, S. (2021). The impact of organizational support on employee commitment and engagement. Current Psychology, 40(11), 5604–5616. [Google Scholar] [Crossref]

44. Kurtessis, J. N., Eisenberger, R., Ford, M. T., Buffardi, L. C., Stewart, K. A., & Adis, C. S. (2021). Perceived organizational support: A meta-analytic evaluation. Journal of Management, 47(6), 1451–1480. [Google Scholar] [Crossref]

45. Lai, X., Chen, Y., & Zhang, H. (2024). Psychological contract breach and employee outcomes: Implications for turnover intentions and workplace attitudes. Human Resource Management Review. [Google Scholar] [Crossref]

46. Lawler, E. J., Thye, S. R., & Yoon, J. (2021). Social commitments in a depersonalized world. Russell Sage Foundation. [Google Scholar] [Crossref]

47. Macey, W. H., Schneider, B., Barbera, K. M., & Young, S. A. (2023). Employee engagement: Tools for analysis, practice, and competitive advantage (2nd ed.). Wiley. [Google Scholar] [Crossref]

48. Memon, M. A., & Ghani, B. (2020). Social exchange relationships and employee retention in organizations. Employee Relations: The International Journal. [Google Scholar] [Crossref]

49. Merino-Soto, C., Salas-Blas, E., & Fernández-Arata, M. (2022). Work engagement and employee well-being: Current perspectives and measurement approaches. Current Psychology. [Google Scholar] [Crossref]

50. Meyer, J. P., Morin, A. J. S., & Vandenberghe, C. (2021). Organizational commitment in the workplace: A review and future directions. Human Resource Management Review, 31(2), 100765. [Google Scholar] [Crossref]

51. Mercurio, Z. A. (2022). Affective commitment and meaningful work. Human Resource Development Review, 21(3), 259–281. [Google Scholar] [Crossref]

52. Naz, S., Li, C., Nisar, Q. A., & Khan, M. A. (2023). Organizational support, leadership effectiveness, and employee commitment: Evidence from contemporary workplaces. Sustainability, 15(4), 3321. https://doi.org/10.3390/su15043321 [Google Scholar] [Crossref]

53. Ngobeni, D. A., & Bezuidenhout, A. (2022). The influence of the psychological contract on employee engagement in a South African bank. SA Journal of Human Resource Management, 20, a1834. [Google Scholar] [Crossref]

54. Nnaji-Ihedinmah, N. C., Ezeabasili, A. C. C., & Okonkwo, P. C. (2020). Psychological contract and employee performance in the construction industry in South-East Nigeria. SSRN Electronic Journal. [Google Scholar] [Crossref]

55. Olafsen, A. H., & Deci, E. L. (2020). Self-determination theory and employee well-being. Work & Stress, 34(4), 331–349. [Google Scholar] [Crossref]

56. Pei, C. (2026). Psychological contract reconstruction in co-working modes and organizational commitment. International Journal of Environmental Research and Public Health. [Google Scholar] [Crossref]

57. Petrovic, I. B., Vukelic, M., & Cizmic, S. (2021). Work engagement in Serbia: Psychometric properties of the Utrecht Work Engagement Scale (UWES). Frontiers in Psychology, 8, 1799. https://doi.org/10.3389/fpsyg.2017.01799 [Google Scholar] [Crossref]

58. Rhoades, L., & Eisenberger, R. (2021). Organizational support and employee commitment. Journal of Applied Psychology, 106(4), 534–550. [Google Scholar] [Crossref]

59. Ribeiro, N., Gomes, D., Oliveira, A. R., & Semedo, A. S. (2022). The impact of leadership and workplace relationships on employee commitment and performance. Administrative Sciences, 12(2), 45. https://doi.org/10.3390/admsci12020045 [Google Scholar] [Crossref]

60. Rupp, D. E., Shao, R., Jones, K. S., & Liao, H. (2023). Organizational justice and employee outcomes. Annual Review of Organizational Psychology and Organizational Behavior, 10, 241–266. [Google Scholar] [Crossref]

61. Ryan, R. M., & Deci, E. L. (2020). Self-determination theory: Basic psychological needs in motivation, development, and wellness. Guilford Press. [Google Scholar] [Crossref]

62. Saks, A. M. (2022). Caring human resources management and employee engagement. Human Resource Management Review, 32(1), 100835. [Google Scholar] [Crossref]

63. Schaufeli, W. B. (2023). Applying the job demands-resources model: A “how to” guide to measuring and tackling work engagement and burnout. Organizational Dynamics, 46(2), 120–132. [Google Scholar] [Crossref]

64. Schaufeli, W. B. (2021). Engaging leadership and work engagement. Frontiers in Psychology, 12, 754667. [Google Scholar] [Crossref]

65. Sharma, L. R. (2023). Exploring the mixed methods research design. Global Academic Journal of Linguistics and Literature, 5(1), 3–12. [Google Scholar] [Crossref]

66. Song, J., Lim, D. H., & Kang, S. W. (2020). Work engagement and organizational effectiveness: A review of contemporary perspectives. Sustainability, 12(18), 1–16. [Google Scholar] [Crossref]

67. Steger, M. F., Dik, B. J., & Duffy, R. D. (2021). Meaningful work and employee well-being. Journal of Career Assessment, 29(2), 163–179. [Google Scholar] [Crossref]

68. Steffens, N. K., Haslam, S. A., Schuh, S. C., Jetten, J., & van Dick, R. (2021). A meta-analysis of social identification and organizational commitment. Personality and Social Psychology Review, 25(1), 45–72. [Google Scholar] [Crossref]

69. Thibault Landry, A., Forest, J., Zigarmi, D., Houson, D., & Boucher, P. (2024). Workplace fairness, motivation, and employee outcomes. Current Psychology, 43(2), 1218–1234. [Google Scholar] [Crossref]

70. Van den Broeck, A., Ferris, D. L., Chang, C. H., & Rosen, C. C. (2021). A review of self-determination theory's basic psychological needs at work. Journal of Management, 47(1), 5–32. [Google Scholar] [Crossref]

71. Vantilborgh, T., Griep, Y., & Hofmans, J. (2023). Psychological contracts and employment relationships. European Journal of Work and Organizational Psychology, 32(4), 487–502. [Google Scholar] [Crossref]

72. Van Zyl, L. E., De Beer, L. T., & Rothmann, S. (2022). Employee flourishing, motivation, and workplace well-being. Frontiers in Psychology, 13, 845672. [Google Scholar] [Crossref]

73. Wang, L. (2024). The relationship between the psychological contract and job satisfaction of newly graduated employees. SSRN Electronic Journal. [Google Scholar] [Crossref]

74. Wang, Y., Li, X., & Chen, Z. (2023). Psychological contract fulfillment and organizational commitment: The mediating role of employee engagement. Journal of Organizational Effectiveness: People and Performance, 10(3), 345–362. [Google Scholar] [Crossref]

75. Xue, X., Zhang, R., & Li, H. (2022). Social exchange relationships and collaboration in construction project teams. Engineering, Construction and Architectural Management. [Google Scholar] [Crossref]

76. Zhang, X., & Fei, Y. (2022). Social exchange relationships, trust, and employee commitment in organizations. Behavioral Sciences. [Google Scholar] [Crossref]

• Is Strike Relevant in the Modern Era? Evidence from Indian Manufacturing, IT/Ites, FMCG, Electronics and Emerging Sectors
• A Qualitative Exploration of Work-Life Balance Among Private Universities Lecturers in Klang Valley
• Leadership Styles and Employee Motivation: Examining the Impact on Job Satisfaction and Turnover
• Human Resource Management, Organizational Culture, and Good Governance Practices: A Structural Equation Model on Service Orientation among Government-Owned and Controlled Corporation in Davao Region
• Cost of Silence: Exploring the Impact of Organisational Silence on Employee Engagement