Psychological Contract and Organizational Commitment in the Hotel Industry of Cavite

Edriane E. Serrano¹, Abigail S. Limos²
https://orcid.org/0009-0006-9253-2072¹, https://orcid.org/0009-0007-6703-7253²
edserrano@cvsu.edu.ph¹, abigail.limos@cvsu-naic.edu.ph²
Cavite State University – Naic
Bucana Malaki, Naic, Cavite, Philippines^1-2

DOI: https://doi.org/10.54476/apjaet/99190

                                                                                          Abstract

This study examines the fulfillment of psychological contracts and organizational commitment among hotel workers in Cavite. We used stratified random sampling to acquire data from 14 DOT-accredited hotel staff for a descriptive-correlational study. Employees believe their psychological contract is mostly fulfilled, particularly in terms of career advancement, job stability, and employer support. Fair compensation and long-term professional advancement were inconsistent. High affective commitment indicated great emotional attachment and pride in the organization. High normative commitment indicated a strong sense of duty to stay with the employer. Moderate continuity commitment suggests employees stay for financial reasons rather than a fundamental drive. Mental contract fulfillment and organizational commitment had a moderate positive connection, although not statistically significant. Older and longer-serving employees were more committed. Sex and civil status were similar. These findings suggest hotel management must address compensation and career advancement gaps to increase commitment and retention. Future research could examine leadership styles and job satisfaction to boost hospitality worker loyalty.

Keywords: Psychological contract, organizational commitment, hotel industry, employee retention, job security

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