• Psychological contracts and perceived employer obligations emerge as a core mechanism linking expectations, commitment, and work attitudes, with HR practices shaping and signaling contract terms across firms [1], [8], [9], [10].

• Organizational commitment is treated as a core latent construct with meta-analytic links to work outcomes and cross-cultural variation, using methodological comparisons and relational models [2], [3], [15], [14].

• Culture and fit emerge as central drivers of attitudes and commitment, with psychodynamic and social-process perspectives illustrating how organizational cultures, defenses, and templates shape member attitudes [5], [6], [7], [13].

• Early-career experiences across contexts (MNCs, education) modulate commitment and performance, highlighting sector-specific socialization and development dynamics that shape long-term engagement [18], [11], [20].

• HR practices function as contract-makers signaling organizational expectations and aligning messages with strategy, shaping both formal terms and perceived obligations that influence commitment [9], [10], [1].