Magister Commercii - MCom / The increasing demand for client-centred services in a highly competitive business environment has resulted in a substantial increase in the number of call centres world wide (Knight 2004 cited in Carrim, Basson & Coetzee, 2006; Nel & De Villiers 2004 cited in Carrim et al., 2006; Williams, 2000 cited in Carrim et al., 2006). According to Holdsworth and Cartwright (2003); Malhotra and Mukherjee (2004); Singh and Goolsby (1994), the work of a customer service representative is seen as one of the ten most stressful jobs in the present-day world economy. Customer service representatives are highly susceptible to elevated levels of stress and burnout, more so than in any other work environment. Within the call centre environment specifically, turnover has been identified as one of the most pressing problems in terms of scope (levels or percentages of turnover), cost and productivity (O’Herron, 2003 cited in Spies, 2006). Factors that lead to unhappiness in call centres are, inter alia, the monotony and repetitiveness of the job content. This situation is aggravated by lack of opportunities for promotion and by stress (Worldroom Digest, 2004 cited in Carrim et al., 2006). In addition, Hochschild (1983) posits that organisations in the service industry do not hesitate to “commercialize” employees’ emotions as a means to attract and retain customers. Research suggests that service providers are under implicit and explicit pressure to regulate their emotions as a tool to lure customers into patronizing the organisation. In recent studies, several key factors were identified that are commonly associated with turnover intention among customer service representatives, namely, work overload, monitoring and surveillance of employees, competing management goals, upward career movement, lack of skill variety, and emotional labour (Cordes & Dougherty, 1993; Deery et al., 2002; Deery & Kinnie, 2004; Holman, 2004; Singh, 2000; Zapf, Isic, Bechtoldt & Blau, 2003). If not dealt with appropriately, stress, burnout and emotional labour can increase the turnover rate, which accordingly can be damaging to the organisation. The current research was conducted at an outbound call centre in a retail organisation in the Western Cape. The sample comprised of a hundred and sixty three call centre employees who are employed in the collections/outbound department. Convenience sampling was utilised. A self-developed Biographical Questionnaire, the Maslach Burnout Inventory (Maslach & Jackson, 1981), the Emotional Labour Scale (Brotheridge & Lee, 2003), the Experience of Work and Life Circumstances Questionnaire (Van Zyl &Van der walt, 1994), and the Turnover Intentions Questionnaire (Roodt, 2004) were used to collect the data. The data was analysed using SPSS and the results were interpreted by means of descriptive and inferential statistics (the Pearson Product-Moment Correlation Coefficient, T-Test, Analysis of Variance (ANOVA) and Multiple Regression Analysis. The results indicate that there is a moderate relationship between stress and intention to leave the organisation amongst the sample of employees. There was also a significant relationship between burnout and intention to leave the organisation. Moreover, there was a significant relationship between emotional labour and intention to leave the organisation. Further findings of the current study are: there are significant differences in stress based on employees’ gender and tenure, a significant difference in burnout with regards to gender and employment type, and significant differences between emotional labour based on gender and tenure. However, no significant difference was found between burnout and tenure, nor was there a significant difference between emotional labour and employment type. Recommendations are made to alleviate the effects of stress on call centre employees which in turn, will minimise the effects of burnout and emotional labour. Recommendations included the development of wellness programmes, stress management programmes, coping programmes and effective communications as a mean to shape employee perceptions regarding their interpretation of organisational demands, threats or opportunities and to enhance call centre employees’ performance within their work. / South Africa

Bakgrund: Sjuksköterskeyrket är ett av 22 yrken som kräver legitimation som bevis på att man genomgått erforderlig utbildning och har kompetens att arbeta inom yrket. Sjuksköterskan är ledare inom omvårdnad och bör besitta en mängd olika egenskaper för att kunna utföra sitt arbete. Efterfrågan av grundutbildade sjuksköterskor ökar i samband med ett ökat antal invånare i Sverige samt ökat antal äldre personer i samhället. Trots en ökning av utfärdade sjuksköterskelegitimationer uppger flertalet regioner i Sverige att det råder brist på grundutbildade sjuksköterskor. Sjuksköterskebristen ger negativa konsekvenser i sjuksköterskors yrkesutövning och har en direkt påverkan på patientsäkerheten. Tidigare forskning visar att sjuksköterskor överväger att lämna sin arbetsplats upprepat antal per år.Syfte: Att beskriva faktorer som kan influera sjuksköterskan att lämna sin arbetsplats inom hälso- och sjukvården.Metod: Litteraturöversiktens resultat baseras på 15 vetenskapliga artiklar som är publicerade mellan åren 2010 och 2020. Artiklarna hämtades i databaserna CINAHL och PubMed.Resultat: Resultatet delades in i två huvudkategorier som benämndes Organisatoriska faktorer och Individuella faktorer. Vidare kunde sex subkategorier identifieras med koppling till huvudkategorierna.Slutsats: Sjuksköterskor väljer att lämna sin arbetsplats på grund av en mängd olika faktorer, där en bristfällig arbetsmiljö sticker ut som den främsta faktorn. Sjuksköterskor upplever en hög arbetsbörda i kombination med underbemanning på arbetsplatsen som leder till att sjuksköterskor väljer att lämna, vilket påverkar både patienter och sjuksköterskor. För att undvika att sjuksköterskor väljer att lämna sin arbetsplats är det av vikt att de upplever en god arbetsmiljö, bra ledning och att de har en positiv uppfattning av sitt yrke. / Background: The nursing profession requires a license as proof you have undergone the required education and possess the skills to work in the profession. The nurse is a leader in nursing and should possess a variety of qualities in the workplace. The demand for nurses is increasing in relation with an increasing population in Sweden and an increase in aging people in society. Despite an increase in issued nurse licenses, a majority of the regions in Sweden state that they are experiencing a shortage of nurses. The nursing shortage has a negative impact on nursing practice and patient safety. Previous research shows that nurses consider leaving their workplace multiple times per year.Aim: To describe factors that may influence nurses’ intention to leave their workplace in healthcare.Method: The result of the literature review is based on 15 scientific articles published between the years 2010 and 2020. The articles were found in the databases CINAHL and PubMed.Results: The results were divided into two main categories which were named Organizational factors and Individual factors. Furthermore, six subcategories were identified that were connected to the main categories.Conclusion: Nurses choose to leave their workplace due to several factors where an inadequate work environment is the main factor. Nurses experience a high workload in combination with understaffing in the workplace which leads to nurses choosing to leave, which in turn affects both patients and nurses. To avoid nurses choosing to leave their workplace it is important that they experience a good work environment, adequate management and a positive view of their profession.

Bakgrund: Både nationellt och internationellt syns en ökad sjuksköterskebrist, vilket ökar risken för utebliven omvårdnad och försämrad vårdkvalitet. Magnetmodellen är en erkänd model lför att både behålla och attrahera sjuksköterskor till en arbetsplats och därmed intressant att sätta i relation till de anledningar sjuksköterskor uppger för att lämna yrket.Syfte: Att beskriva sjuksköterskors uppfattningar om bakomliggande faktorer att lämna yrket i relation till Magnetmodellen.Metod: En strukturerad litteraturöversikt. Systematiska sökningar har genomförts i CINAHL och PubMed som resulterade i 14 vetenskapliga artiklar. Samtliga artiklar har kvalitetsgranskats och bearbetats genom ett deduktivt förhållningssätt.Resultat: Resultatet visar 26 unika anledningar att lämna yrket som delades upp i fem kategorier: Dålig arbetsmiljö, bristande stöd till nyutexaminerade sjuksköterskor, dåliga relationer till övriga teamet samt bristande ledarskap. De unika anledningarna kunde relateras till nio av 14 magneter, övriga anledningar placerades in i en kategori Anledningar som inte kan relateras till Magnetmodellen.Slutsats: Organisationer måste se över brister i arbetsmiljön. Genom att skapa attraktiva arbetsplatser med omvårdnadskompetenta ledare som sätter omvårdnad i fokus stärks sjuksköterskor i deras profession, engagemang och arbetstillfredsställelse. / Background: Both nationally and internationally, there is an increased shortage of nurses, which increases the risk of non-care and deteriorating quality of care. The magnet model is a recognized model for both retaining and attracting nurses to a workplace and thus interesting to put in relation to the reasons nurses state for leaving the profession.Aim: To describe registered nurses´ perceptions of intentions to leave the profession in relation to the Magnet model.Method: A structured literature review. Systematic searches have been performed in CINAHL andPubMed which resulted in 14 scientific articles. All articles have been quality reviewed and then processed through a deductive approach.Results: The result show 26 unique reasons for leaving the profession, which were divided into five categories, Poor work environment, Lack of support for newly graduated nurses, Poor relations with the rest of the team, and lack of leadership. The unique reasons could be related to nine of 14 magnets, other reasons were placed in a category, Reasons that can not be related to the Magnet model.Conclusions: Organizations need to review shortcomings in the work environment. By creating attractive workplaces with nursing-competent leaders who put nursing in focus, nurses are strengthened in their profession, commitment and job satisfaction.

Bakgrund: Hög personalomsättning påverkar patientvården negativt, vilket gör det avgörande att behålla personalen inom vården. Social exchange theory och the unfolding model beskriver personalomsättning och faktorer som driver omsättningen, inklusive organisationellt engagemang. Generellt rapporterar organisationellt engagerade arbetstagare lägre nivåer på intentionen att lämna. Syfte: Att granska och sammanställa empirisk forskning om organisatoriskt engagemang och dess påverkan på personalomsättningen inom vården. Metod: En begränsad systematisk översikt utfördes, vilket resulterade i 44 inkluderade artiklar av 204 granskade vilka sammanställdes narrativt. Resultat: Organisationellt engagemang var negativt korrelerat med intentionen att lämna och positivt korrelerat med intentionen att stanna. Organisationellt engagemang medierade även delvis och helt för relationen mellan uppsatsens olika identifierade faktorer med påverkan på beteendeintentionerna att lämna och stanna. Affektivt engagemang korrelerade måttligt negativt med avsikt att lämna, medan normativt engagemang visar en svag positiv korrelation. Faktorer som påverkar organisationellt engagemang och omsättning är bland annat arbetsrelaterade aspekter, organisatoriska förutsättningar, professionella faktorer, kommunikation och möjlighet till feedback, samt personliga faktorer. Studier fokuserar främst på kvinnliga vårdpersonal, data om könsskillnader är för begränsad för att dra slutsatser. Slutsatser: Organisationellt engagemang korrelerar med båda beteendeintentionerna och medierar delvis eller helt de påverkande faktorerna i det vetenskapliga underlaget. Uppsatsen finner stöd för att det saknas en direkt korrelation mellan organisationellt engagemang och personalomsättning, förhållandet medieras av beteendeintentionerna att stanna eller lämna. Att stärka organisationellt engagemang, främja hälsa och tillgodose personalens behov är väsentligt för att utveckla säkrare, mer hållbara och attraktivare vårdorganisationer. För att förbättra personalomsättning bör insatser fokusera på utvecklingsarbete av arbetsmiljö och arbetsuppgifter, värderade förmåner och möjlighet till kompetensutveckling. / Background: High staff turnover negatively affects patient care, which makes it crucial to retain staff in care. In general, organizationally committed workers are less likely to quit. Social exchange theory and theories of employee turnover and organizational commitment explain factors that drive turnover. Purpose: To review and compile empirical research on organizational commitment and its impact on staff turnover in healthcare. Method: A limited systematic review was performed, which included 44 included articles out of 204 reviewed compiled narratively. Results: Organizational commitment is negatively correlated with intention to leave and positively correlated with intention to stay. Organizationally engages the media's relationship between identified factors and turnover. Affective commitment correlates moderately with intention to leave, while normative commitment shows a weak correlation. Factors that affect organizational commitment and turnover include work-related aspects, organizational conditions, professional factors, communication and the opportunity for feedback, as well as personal factors. Studies focus mainly on female healthcare workers, data on gender differences are too limited to draw conclusions. Conclusions: Organizational commitment has a weak direct correlation with behavioral intentions. It is crucial to staff retention, and basically reflects how well the organization meets employee needs, which can affect staff turnover. There is no direct relationship between commitment and turnover, but relationships are mediated by behavioral intentions. Improving turnover requires effective resource allocation in the form of development work, valued benefits and opportunities for training. Strengthening engagement, promoting health and meeting staff needs is essential to developing safer, more sustainable and more attractive healthcare organizations.

L’objectif de notre étude était de comprendre les difficultés rencontrées par les PAB au cours de la crise de la COVID-19, et aussi comment ces problèmes ont influé leur maintien au travail dans les CHSLD de Montréal du 23 février au 11 juillet 2020. 11 PAB appartenant à trois (3) catégories ont été sélectionnés selon un échantillonnage en boule de neige. Un guide d’entrevue construit sur le modèle de Tourangeau et al. (2010) et celui de la conciliation emploi-famille-vie personnelle proposée par Duxbury et Higgins (2003) a permis de recueillir des données à l’aide d’entrevues semi-dirigées. Elles ont été réalisées entre octobre et décembre 2021 et une analyse thématique des données selon la méthode proposée par Braun et Clarke (2006) a été réalisée. Les résultats de notre étude montrent que l’intention de quitter l’emploi au cours de la période concernée était influencée par le cercle vicieux du bris de service impliquant une surexploitation des PAB, des pressions physiques et psychologiques, un épuisement au travail, un stress aigu ajouté à des émotions négatives. En plus de cela, les mauvaises conditions de travail, les enjeux éthiques spécifiques à la pandémie de la COVID-19, mais également le manque de reconnaissance et de valorisation du métier de PAB, au moment de l’apogée de la pénurie de la main-d’œuvre et les difficultés de conciliation emploi-famille-vie personnelle ont fortement contribué au retrait du travail de certaines PAB. A contrario, l’intention de rester en emploi était plus influencée par des facteurs individuels tels que le volontarisme, la satisfaction morale et l’attachement affectif au métier et des facteurs contextuels tels que le soutien perçu de l’organisation et/ou du gouvernement du Québec. Le réseau des CHSLD initialement fragilisés par la pénurie de main-d’œuvre et la précarisation des emplois de PAB a davantage été affaibli par la crise de la COVID-19 qui a accentué la pénurie de main-d’œuvre. L’amélioration des politiques de rétention des PAB passe par une sélection plus rigoureuse en tenant compte des motivations des candidates au métier, une amélioration des conditions de travail et une meilleure valorisation du métier de PAB. / Our study aims to understand the obstacles encountered by PAB during the COVID-19 crisis and how these influenced their work retention in Montreal's CHSLDs from February 23 to July 11, 2020. Three (3) categories of PAB were selected according to a snowball sampling. An interview guide based on the Tourangeau et al. model (2010) and the work-life balance model proposed by Duxbury and Higgins (2003) was used to collect data through semi-structured interviews conducted between October and December 2021. A thematic analysis was performed using the method suggested by Braun and Clarke (2006). The results of our study show that the intention to leave the job during the period concerned was influenced not only by the vicious circle of service breakdown involving overexploitation of the PAB, physical and psychological pressures, burnout at work, acute stress added to negative emotions. In addition to this, poor working conditions, ethical issues specific to the COVID-19 pandemic, but also the lack of recognition and valuing of the PAB profession at the time of the summit of the workforce shortage and the challenges of reconciling work and family life have enormously contributed to the resignation from the work of some of them. On the other hand, the intention to remain employed was more influenced by individual factors such as voluntarism, moral satisfaction and emotional attachment to the job and contextual factors such as the perceived support of the organization and the Quebec government. The CHSLD network, initially weakened by the labour shortage and the precariousness of PAB jobs was further deteriorated by the COVID-19 crisis, which increased the demand for PAB. The improvement of the retention policies for PAB requires a more rigorous selection process that considers the candidates' motivations for the job, a modification of the working conditions, and a better promotion of the PAB job.

The purpose of this study was to examine the relationship between perceived availability of opportunities for promotion, training, career progression, existing management style and voluntary staff turnover intention among the nurses working in Mengo Hospital. A quantitative, descriptive correlational design was used. Data collection was done using structured questionnaires. Full time staff nurses (N= 235) were surveyed. The findings revealed that all the four variables were significantly and negatively correlated to the intention to leave and predicted 16.8 percent of the variance in intention to leave scores. Management style was the strongest predictor of intent to leave (14.5%). Nurses perceiving their managers as participatory had lower intention to leave. To retain qualified personnel, hospital administrators should focus on participative management style and career development programs that address the needs of the staff and the hospital / Public Health / M.A. (Public Health)

The performance of state-owned enterprises in Namibia has been in the spotlight for many years, resulting in the Government of the Republic of Namibia to introduce interventions and strategies to address and improve this performance. The poor performance of state-owned enterprises has been studied in terms of financial aspects with less attention, however, on human resources as a key success factor in contributing to performance. Studying performance in terms of the human resources is an important area for research and intervention. The Government introduced several measures to ensure the efficient governance and monitoring of state-owned enterprises and to ensure that they are performing to the satisfaction and expectations of the stakeholder. These measures included the introduction of the State-Owned Enterprises Act (Act 2 of 2006) of Namibia, as well as governance structures to ensure that the performance of state-owned enterprises is properly maximised. Despite these efforts by the Government to regulate state-owned enterprises with the intention to improve performance, to date the poor performance of state-owned enterprises is still a topical issue in Namibia. Almost a decade after the promulgation of the State-Owned Enterprises Act, in 2006, the government is still financially bailing out a number of the state-owned enterprises. State-owned enterprises need to take a positive approach that recognise and leverage human resources for contribution to sustainable growth, competitive advantage and performance. Positively oriented high-performance work practices are conceptualised within the context of positive organisational behaviour. Positive organisational behaviour as characterised in the form of psychological capital, with antecedents such as authentic leadership and supportive organisational climate and employee outcomes such as job satisfaction, intention to leave, engagement in the Namibian state-owned enterprises context are the main focus of this study. The study aimed to assess the relationship between psychological capital, authentic leadership, supportive organisational climate, job satisfaction, intention to leave, employee engagement and performance for employees in state-owned enterprises in Namibia. A cross-sectional survey design was used to gather data regarding all these constructs as experienced by employees. A convenience sample (N = 452) of employees from 20 state-owned enterprises participated in the study. The measuring instruments used were the Psychological Capital Questionnaire, Performance-related Attitudinal Questionnaire, Job Satisfaction Scale, Turnover Intention Scale, Engagement Scale, Authentic Leadership Questionnaire, Supportive Organisational Climate Questionnaire and a biographical questionnaire. The results of study 1 showed that authentic leadership was positively associated with psychological capital (i.e. experiences of hope, optimism, self-efficacy and resilience) and job satisfaction. Authentic leadership affected job satisfaction indirectly via psychological capital. Psychological capital had a medium to large indirect effect on employees’ intentions to leave. The findings suggest that authentic leadership and psychological capital explain job satisfaction and retention of employees in state-owned enterprises. Study 2 showed that authentic leadership and psychological capital predicted employee engagement. A supportive organisational climate was related to employee engagement on individual level, but only if authentic leadership and psychological capital were not included in the model. Psychological capital mediated the relation between authentic leadership and employee engagement on an individual level in state owned enterprises. The results of study 3 showed that authentic leadership and a supportive organisational climate had a positive impact on psychological capital. Psychological capital predicted job performance on an individual level. Psychological capital was not associated with organisational performance. Recommendations for interventions to promote psychological capital, its antecedents and outcomes were made.

The performance of state-owned enterprises in Namibia has been in the spotlight for many years, resulting in the Government of the Republic of Namibia to introduce interventions and strategies to address and improve this performance. The poor performance of state-owned enterprises has been studied in terms of financial aspects with less attention, however, on human resources as a key success factor in contributing to performance. Studying performance in terms of the human resources is an important area for research and intervention. The Government introduced several measures to ensure the efficient governance and monitoring of state-owned enterprises and to ensure that they are performing to the satisfaction and expectations of the stakeholder. These measures included the introduction of the State-Owned Enterprises Act (Act 2 of 2006) of Namibia, as well as governance structures to ensure that the performance of state-owned enterprises is properly maximised. Despite these efforts by the Government to regulate state-owned enterprises with the intention to improve performance, to date the poor performance of state-owned enterprises is still a topical issue in Namibia. Almost a decade after the promulgation of the State-Owned Enterprises Act, in 2006, the government is still financially bailing out a number of the state-owned enterprises. State-owned enterprises need to take a positive approach that recognise and leverage human resources for contribution to sustainable growth, competitive advantage and performance. Positively oriented high-performance work practices are conceptualised within the context of positive organisational behaviour. Positive organisational behaviour as characterised in the form of psychological capital, with antecedents such as authentic leadership and supportive organisational climate and employee outcomes such as job satisfaction, intention to leave, engagement in the Namibian state-owned enterprises context are the main focus of this study. The study aimed to assess the relationship between psychological capital, authentic leadership, supportive organisational climate, job satisfaction, intention to leave, employee engagement and performance for employees in state-owned enterprises in Namibia. A cross-sectional survey design was used to gather data regarding all these constructs as experienced by employees. A convenience sample (N = 452) of employees from 20 state-owned enterprises participated in the study. The measuring instruments used were the Psychological Capital Questionnaire, Performance-related Attitudinal Questionnaire, Job Satisfaction Scale, Turnover Intention Scale, Engagement Scale, Authentic Leadership Questionnaire, Supportive Organisational Climate Questionnaire and a biographical questionnaire. The results of study 1 showed that authentic leadership was positively associated with psychological capital (i.e. experiences of hope, optimism, self-efficacy and resilience) and job satisfaction. Authentic leadership affected job satisfaction indirectly via psychological capital. Psychological capital had a medium to large indirect effect on employees’ intentions to leave. The findings suggest that authentic leadership and psychological capital explain job satisfaction and retention of employees in state-owned enterprises. Study 2 showed that authentic leadership and psychological capital predicted employee engagement. A supportive organisational climate was related to employee engagement on individual level, but only if authentic leadership and psychological capital were not included in the model. Psychological capital mediated the relation between authentic leadership and employee engagement on an individual level in state owned enterprises. The results of study 3 showed that authentic leadership and a supportive organisational climate had a positive impact on psychological capital. Psychological capital predicted job performance on an individual level. Psychological capital was not associated with organisational performance. Recommendations for interventions to promote psychological capital, its antecedents and outcomes were made.

The contemporary working environment is characterised by constant change and increased cognitive and emotional demands on employees. At the same time, long-term employment is no longer guaranteed and often employees are not loyal to one organisation throughout their careers. These changes alter and threaten the viability of the employment relationship. Employees still provide a competitive edge for organisations and their expectations should be managed in such a way that the current organisation remains the employee’s employer of choice. If employers fail to achieve this, employees will be less satisfied and voluntary turnover will result, with detrimental effects on the organisation, both directly and indirectly. In order to ensure the retention of valuable employees, organisations need to identify the predictors of employees’ intention to leave and the nature of the relationships between these factors. Previous studies focused on evaluating the content of the psychological contract and its relation to employee well-being and intention to leave. However, the focus should be less on what employees expect from employers and more on whether these expectations are being fulfilled, now and in future, and whether employees perceive it as fair. Although numerous studies have been conducted on the outcomes of the psychological contract, the evaluation of the state of the psychological contract and its predictive ability remains largely unexplored. More research is also needed to identify mediators in the psychological contract domain. Employability emerged as a coping resource for employees in times of uncertainty. Unfortunately, the more employable employees are, the more likely they will leave the organisation. Due to the assumed positive relationship between employability and performance, organisations should aim to enhance the employability of their employees but at the same time they should seek ways to retain these employees. Empirical research on the outcomes of perceived employability is limited and more research is also needed to identify moderators. The objectives of the study were 1) to determine whether the state of the psychological contract (as perceived by the employee) mediates the relationship between employees’ well-being and their intention to leave the organisation; and 2) to determine whether the state of the psychological contract (as perceived by the employee) moderates the relationship between perceived employability and employees’ well-being and their intention to leave the organisation, respectively. Structural equation modelling was used to establish the significance of the relationship between the variables simultaneously. Two structural models were evaluated; one with employee well-being as mediator and one with the state of the psychological contract as moderator. The results indicated that employee well-being partially mediates the negative relationship between the state of the psychological contract and intention to leave. The state of the psychological contract played a significant role in predicting individual outcomes. The results also indicated that perceived employability had a positive relationship with intention to leave. This is in line with previous international studies. Contrary to what was expected, no significant relationship was found between perceived employability and employee well-being. Furthermore, the state of the psychological contract did not moderate the relationship between perceived employability and employees’ well-being and their intention to leave the organisation, respectively. The results highlighted the importance of well-being as a factor in employees’ intention to leave the organisation. Recommendations were made for organisations and futher reseach. / Thesis (MCom (Human Resource Management))--North-West University, Potchefstroom Campus, 2013.

The contemporary working environment is characterised by constant change and increased cognitive and emotional demands on employees. At the same time, long-term employment is no longer guaranteed and often employees are not loyal to one organisation throughout their careers. These changes alter and threaten the viability of the employment relationship. Employees still provide a competitive edge for organisations and their expectations should be managed in such a way that the current organisation remains the employee’s employer of choice. If employers fail to achieve this, employees will be less satisfied and voluntary turnover will result, with detrimental effects on the organisation, both directly and indirectly. In order to ensure the retention of valuable employees, organisations need to identify the predictors of employees’ intention to leave and the nature of the relationships between these factors. Previous studies focused on evaluating the content of the psychological contract and its relation to employee well-being and intention to leave. However, the focus should be less on what employees expect from employers and more on whether these expectations are being fulfilled, now and in future, and whether employees perceive it as fair. Although numerous studies have been conducted on the outcomes of the psychological contract, the evaluation of the state of the psychological contract and its predictive ability remains largely unexplored. More research is also needed to identify mediators in the psychological contract domain. Employability emerged as a coping resource for employees in times of uncertainty. Unfortunately, the more employable employees are, the more likely they will leave the organisation. Due to the assumed positive relationship between employability and performance, organisations should aim to enhance the employability of their employees but at the same time they should seek ways to retain these employees. Empirical research on the outcomes of perceived employability is limited and more research is also needed to identify moderators. The objectives of the study were 1) to determine whether the state of the psychological contract (as perceived by the employee) mediates the relationship between employees’ well-being and their intention to leave the organisation; and 2) to determine whether the state of the psychological contract (as perceived by the employee) moderates the relationship between perceived employability and employees’ well-being and their intention to leave the organisation, respectively. Structural equation modelling was used to establish the significance of the relationship between the variables simultaneously. Two structural models were evaluated; one with employee well-being as mediator and one with the state of the psychological contract as moderator. The results indicated that employee well-being partially mediates the negative relationship between the state of the psychological contract and intention to leave. The state of the psychological contract played a significant role in predicting individual outcomes. The results also indicated that perceived employability had a positive relationship with intention to leave. This is in line with previous international studies. Contrary to what was expected, no significant relationship was found between perceived employability and employee well-being. Furthermore, the state of the psychological contract did not moderate the relationship between perceived employability and employees’ well-being and their intention to leave the organisation, respectively. The results highlighted the importance of well-being as a factor in employees’ intention to leave the organisation. Recommendations were made for organisations and futher reseach. / Thesis (MCom (Human Resource Management))--North-West University, Potchefstroom Campus, 2013.