<![CDATA[Purpose: This study examines the effects of psychological contracts, employer branding, and work environment on employee turnover intention and tests whether organizational commitment moderates these relationships in an Indonesian manufacturing company. Research Methodology: A quantitative representative case study was conducted using 70 permanent employees selected purposively from a sample of 129 employees. Data were collected through structured questionnaires and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS 4. Results: Psychological contracts and employer branding increased turnover intention, while the work environment reduced it. Organizational commitment moderated the effects of employer branding and work environment on turnover intention, but not psychological contracts. Conclusions: Turnover intention reflects the combined influence of exchange perception, organizational identity, and workplace conditions. Organizational commitment is a selective boundary condition rather than a uniform moderator. Limitations: This study involved one manufacturing company and 70 permanent employees, limiting generalizability to organizations with similar characteristics. Significant common method bias was detected (Harman's single-factor variance = 79.9%; Heterotrait-Monotrait Ratio (HTMT) = 0.88–1.05; full-collinearity Variance Inflation Factor (VIF) = 31.8–117.4), requiring cautious interpretation of path coefficients. Contributions: This study extends Human Resource Management (HRM) research by integrating three turnover antecedents with organizational commitment as a moderator and provides practical guidance for integrated employee retention interventions.]]>
