This chapter examines the concept of psychological contract loyalty in light of its historical development, theoretical foundations, and current findings. It discusses how the conceptual framework, beginning with Argyris, Levinson, and Schein, transformed with Rousseau's person-centered approach, becoming a central explanatory model in modern organizational studies. The chapter addresses the effects of perceived fulfillment, partial fulfillment, and breach of the psychological contract on employees' trust, emotional commitment, performance, and organizational citizenship behaviors. Furthermore, based on social exchange theory and the reciprocity norm, it emphasizes that loyalty is based on a dynamic balance of mutual obligations rather than a one-way commitment. Within the transactional psychological contract sub-dimension, the characteristics, vulnerabilities, and managerial necessities of economically focused relationships are evaluated. Finally, based on findings from Turkish literature, the relationship between psychological contract perception and organizational commitment and identification, the negative consequences of breach through trust, and the importance of post-breach repair/compensation processes are presented.