For over three decades, studies have focused on the high attrition rate of Housing and Residence Life (HRL) professionals. Rates of attrition for HRL professionals are between 30 - 60% during the first five years of employment. Given these rates, researchers cite concerns for the profession's sustainability (C. Anthony, 2016; Beech and Dickson, 2016; Collins and Hirt, 2006; Ellett, Belch, Christopher, and St. Onge, 2008; Marshall, Gardner, Hughes, and Lowery, 2016). Prior studies suggest several reasons for high turnover rates, including excess stress, lack of satisfaction, organizational factors, and professional culture. However, the employment of professionals working under fixed-term contracts related to turnover lacks scrutiny (Collins and Hirt, 2006; Ellett et al., 2008; Marshall et al., 2016). In HRL, some staff work under non-renewable, fixed-term three to five-year contracts. The 2018 July/August issue of "The Talking Stick" noted the positive aspects of fixed-term contracts for HRL professionals include avoidance of burnout, encouraging professional development, and providing the organization with the flexibility to set wages or alter the organization structure. Alternatively, fixed-term contracts result in a lack of organizational loyalty, force good employees to leave the organization, reinforce the transient nature of HRL positions, and disrupt the culture of a staff, residence hall, or department (Perlman, 2018). Given the pressures imposed by various factors (e.g., reduced government support, falling enrollments, and the COVID-19 pandemic), colleges and universities are under enormous pressure to control costs while retaining students at higher education institutions (Kline, 2019). When professionals leave the institution, the cost of replacing the employee includes advertising, recruiting, hiring, and training new professionals (Ellett et al., 2008). Additionally, the organizations experience a disruption of services, impacting the institution's ability to retain students. HRL professionals contribute to the retention of students by facilitating the formation of relationships outside of the classroom, providing environments supportive of academic success, and assisting residents with their personal and professional development (Graham, Hurtado, and Gonyea, 2018). Student retention efforts also suffer as the loss of expert knowledge, strain on resources, and disruption to the staff, community, and department influence students' decisions to persist at the institution (Martin and Seifert, 2011). Since no current research exists on the impact of limited-term contracts upon HRLP, I will explore the effects of limited-term employment contracts upon HRLP and their organizations. This study addresses several questions related to the experience of HRLPs. First, how do turnover intentions vary among HRLPs when considering different employment contracts? Second, how does the organizational environment contribute to HRLP turnover intentions? Third, how does the living environment contribute to HRLP turnover intentions? Fourth, how do employee expectations contribute to HRLP turnover intentions? To answer these questions, I will use a survey to collect data concerning the contract type, living environment, working conditions, compensation, attitudes, organizational characteristics, and personal characteristics of on-campus HRL professionals. This study's findings did not yield a comprehensive retention model for HRLPs, nor does it appear that contract types are predictive of turnover intentions in HRLPs. However, the author did find support for job satisfaction, normative commitment, and work-environment expectations being moderately predictive of HRLPs that wish to stay at the same institution or in the same post. On the other hand, hours worked seem to moderately predict those staying in student affairs. Finally, white racial/ethnic identity moderately predicts remaining in higher education. These findings concerning those desiring to remain with the institution or in the same position support prior research on HRLPs and those employed by higher education institutions. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]