随着国际竞争的日益激烈，许多公司的结构不断调整，以适应国际竞争。这种组织内部的不稳定性很容易造成人员流失。而在国际竞争中，人才往往是决定成败的关键因素。出于对人才的渴求，近些年，针对离职倾向分析的研究呈井喷式增长。其中，心理契约对离职倾向的影响是一个备受关注的课题。本文也将从心理契约角度探讨员工离职倾向。20世纪60年代左右，心理契约的概念被引入管理领域。研究人员使用这一概念来强调组织与员工之间隐含的、非正式的、未发表的相互期望和理解。有关心理契约的研究，对于如何在组织中形成良好的雇佣关系、制定薪酬福利政策、改进赋能及培训手段、完善人力资源战略均有很强的指导意义。 基于以上背景，本次研究选取X公司的在职招商人员为研究对象。从X公司招商人员离职率高的现象入手，分析招商人员离职对X公司的影响；通过深入X公司获得可靠的数据和资料，研究分析找出导致现有X公司在职招商人员产生离职倾向的原因；最后，针对离职倾向的原因提出相应的建议和解决办法，在预防X公司在职招商人员离职的问题上有所帮助。 首先，选取X公司在职招商人员为研究对象，介绍X公司的发展现状、企业文化，进一步介绍X公司招商人员离职现象，以及对X公司、对团队造成的影响。 其次，参考成熟的心理契约量表和离职倾向量表，并结合X公司的现状设计问卷。通过问卷调查法，对X公司现有的在职招商人员发放问卷，对收集的数据进行分析，最终确定X公司员工心理契约与离职倾向的关系：1.员工心理契约与离职倾向显著负相关，当员工心理契约满足程度越高，其离职倾向越低；2.司龄在员工心理契约满足程度上有显著差异，尤其是司龄在1-3年的员工，其规范型心理契约和发展型心理契约满足程度最低。因此，提高规范型心理契约和发展型心理契约的满足程度，是X公司提高员工整体心理契约满足程度的关键。 最后，针对以上结论，提出可以帮助X公司降低职招商人员离职倾向的对策，主要包括三个方面：1.提高员工规范型心理契约满足程度：完善薪酬制度、调整工作强度，配套物质激励、增添个性化激励形式；2.提高员工发展型心理契约满足程度：搭建晋升体系、清晰职业规划，提供培训赋能平台、提高个人综合能力；3.实时关注员工心理契约动态变化，最大化实现人力资源有效配置。

Because of the increasingly fierce international competition, the structure of many companies is constantly adjusting to adapt to international competition. Such internal instability of organization can easily lead to staff turnover. However, in international competition, talent is often the key factor in determining success or failure. Because of the thirst for talent, in recent years, research on turnover intention analysis has been spurred. The influence of psychological contract on turnover intention is a topic with very high degree of attention. This paper will also discuss the employee turnover tendency from the perspective of psychological contract. The concept of psychological contract was introduced into the management field in the early 1960s. Researchers use this concept to emphasize implicit, informal, unpublished mutual expectations and understanding between employees and organizations. Research on psychological contracts has a strong guiding significance on how to form a good employment relationship in the organization, improve the human resources strategy, formulate salary and welfare policies, and improve recruitment and training methods. Based on the above background, this study selected the investment department staff of X Company as the research object. Starting from the phenomenon of high turnover rate of recruiting personnel of X Company, analyze the impact of the departure of investment staff on X Company. Through in-depth X company to obtain reliable data and data, research and analysis to find out the reasons leading to the turnover intention of the existing X company in-service investment staff. Finally, the corresponding suggestions and solutions for the reasons for the turnover intention are helpful to prevent the departure of X company's in-service investment staff. First, select the in-service investment staff of X Company as the research object. This paper introduces the development status and corporate culture of X Company, and further introduces the phenomenon of the departure of X Company's investment staff, as well as the impact on X Company and the team. Secondly, refer to the mature psychological contract scale and the turnover intention scale, and combine the current situation of the X Company to design the questionnaire. Through questionnaire survey, questionnaires were issued to X employees' existing in-service investment personnel, and the collected data were analyzed to determine the relationship between X company employees' psychological contract and turnover intention: 1. The employee's psychological contract is significantly negatively correlated with the turnover intention. When the employee's psychological contract is satisfied, the lower the turnover intention is; 2. There is a significant difference in the degree of satisfaction of employees' psychological contract, especially for employees with 1-3 years of age, and their normative psychological contract and developmental psychological contract have the lowest degree of satisfaction. Therefore, improving the satisfaction degree of the normative psychological contract and the developmental psychological contract is the key point for X Company to improve the overall psychological contract satisfaction of employees. Finally, in view of the above conclusions, the countermeasures for reducing the turnover tendency of the in-service investment personnel of X Company are proposed, including three aspects: 1. Improve the standardization of employees' psychological contract satisfaction: improve the salary system, adjust the work intensity, support material incentives, and add personalized incentive forms; 2. Improve the satisfaction of employees' developmental psychological contract: build a promotion system, clear career planning, provide a training empowerment platform, and improve individual comprehensive ability; 3. Real-time attention to the dynamic changes of employees' psychological contracts, and maximize the effective allocation of human resources.