In a world of fast moving technology, pressure cooker work climates and stretched resources, productivity, employee engagement, and talent retention are critical to the success of any organization. Research administration offices are no exception. Psychological contract theory provides insightful illumination on reactions to these environments by various generations of employees. Psychological contract is defined as an individual's beliefs regarding mutual employment obligations; written, spoken or purely perceptional. Violations of psychological contracts often elicit emotional reactions and can lead to employee resignations. The purpose of this study was to better understand the role that the psychological contract plays in research administration workplaces and provide helpful information to practitioners. The research identified a number of noteworthy differences between the psychological contract perceptions of the various generations and their workplace preferences. These insights can enable better human capital planning and human resource policy implementation for the future.