Research On The Relationship Between Knowledge Employees’ Person-Organization Fit, Performance Fairness Perceptions And Their Work Engagement

With the in-depth development of China’s market economy and pace acceleration of the readjustment of economic structure, cultivation and management of employees, especially knowledge employees, has constructed the important foundation and safeguard of an enterprise’s core competitiveness.It is not conceivable to image that enterprises should not build a strategic talent pool, and form a team of cooperation, professional dedication of the staff, if they wish to calmly deal with uncertainty in the competitive environment and maintain sustainable competitive advantage. Unfortunately, the previous studies show that "engagement gap" has brought huge economic losses for many companies in every year, and caused such adverse consequences as career stagnation or setbacks for individual employees, which will seriously affect their career development. Obviously, there are various of reasons for it. Focusing on knowledge employees in Chinese enterprises, this research, based on abundant relevant literature studies, starts a study of the relationship among them, with person-organization fit as the antecedent variables, performance fairness perceptions as a mediator, and knowledge employee’s work engagement as the outcome variables, after finding that knowledge employees work engagement is closely related to person-organization fit, performance fairness perceptions, career planning and other related organizations. Lack of time and paper space, this study will exclude career planning and other possible impact on the knowledge employees engagement in the theoretical framework of this study.The research focuses on the following content. Firstly, it concerns for the ngagement status and improved conditions for knowledge employees in traditional Chinese culture. Secondly, it tries to find out the relationship and their interaction mechanism among knowledge employees’ work engagement, person-organization value match, and performance fairness perceptions; it also constructs a theoretical model based on the three. Thirdly, this research clarifies the importance for the both sides of the match to achieve personal and organizational values match, so that it may bring convenience for employees to search suitable organizations to work with on one hand, offer guidance for organizations to develop talent strategy on the other hand. Fourthly, it further cares for the importance of organization’s implementation performance fairness, through which to further promote the construction of organizational culture and organizational team, thereby to promote the career development of the employees. Finally, this research gives an empirical analysis of work engagement influences caused by person-organizational values match, performance fairness perceptions, thus understands, in factor level, meanwhile verifies moderate role of performance fairness perceptions between person-organization fit and knowledge employees’ work engagement.This research has some theoretical significance, practical significance and significance for the times. They are specifically summed up as follows. The first, it puts forward integrated operational definition of knowledge employee’s work engagement, and develop a series of relatively-suited scales of knowledge employees’ work engagement for the Chinese enterprises. The second, it tries to find antecedent variables of work engagement with work engagement as an outcome variable, focusing on strategic development and value-orientation, and strengthens the importance of person-organization fit, in particular their values matches, thus helps enterprises primarily tell the "practitioners" employees and "not dedicated" employees from the " dedicated "employee. The third is to help enterprises further realize the importance of pushing ahead with a fair performance evaluation, which will benefit enterprise culture formulation of justice and equity. Next is to help enterprises better understand the value and role of knowledge employees, so to tell knowledge employees from the general ones, and to advocate differences management, and in the end to give full play to initiatives and advantages of knowledge employees, the biggest human capital.This study consists of six chapters, adopting the normal research and empirical research methods. The normal research spreads, referring to and sorting in thousands of books, databases, literature and professional journals, and a broad understanding of relative researches home and abroad. Based on the previous achievements and shortcomings, a comprehensive theory model is constructed, and six sets of hypothesis are put forward. The empirical research, using survey approach through social resources, network resources, supplemented by individual interviews, resorts to statistical software SPSS17.0& Amos17.02 SEM as an analytical tool. With them, the author carries on a series of statistical analysis of survey data, including the reliability and validity analysis, factor analysis, variance analysis, correlation analysis, regression analysis and structural equation model validation. After the proposed hypotheses have been varified, the study logically arrives at some findings or conclusions as follows:1. In China’s enterprise, knowledge employees present the values of individuals and organizations at the middle level of the whole match, the first value they look upon is the platform to show their real talent, and to settle down for the cause and life.2.Knowledge employees show obvious features of the unique groups, enterprises should recognize and respect employees’ characteristics and personality differences.3. Evaluation criteria for the current performance appraisal in our business is not easy to objectively measure, the degree of employee participation in performance appraisal is low, the application of the result of performance appraisal is not fair and reasonable enough. Targeted, scientific and feasible strategies for performance evaluation are imperative.4. Knowledge employee’s work engagement to the enterprises are basically satisfying, which shows good character of knowledge employees and their career pursuit of organizational expectations, and demands for a strong personal wishes as well. But their personal progress and encouragement in the course has got less concern, companies should strive to bridge the gap.5. Except gender and marital status, the person-organization fit, performance fairness perceptions and knowledge employee’s work engagement present a fair degree of personal background variables.6. Knowledge employees will demonstrate different levels of work engagement because of their job categories, according to which the different departments are divided.7. Person-organization fit and the performance fairness perceptions of knowledge employees perceive a degree of correlation, but the degree& directions are different.8. Results of performance evaluation will directly affect the level of knowledge employee’s work engagement, and even contribute to their intention to quit.9. Person-organization fit has significant predict on knowledge employee’s work engagement. Of course, there are different among the various dimensions.10. Performance fairness perceptions is part of the moderator between person-organization fit and knowledge employee’s work engagement.In order to maximum practical benefit of the above findings or conclusions, this study puts forward some policy suggestions. For enterprise organizations, it is essential to pay more attention to values and roles of knowledge employees, to implement matching management, etc. For knowledge employees, it is important to constantly examine their views on life and values, to clarify their own career development goals, and to pursue the goals perseverantly, and simultaneously shape and strengthen their own core competence, and so on.Based on social exchange theory, equity theory and the Lewin Field Theory, this research studies some core issues of human resources management from a perspective of Interaction Psychology, constructing a brand-new employee work engagement model in conditions of Chinese cultural background, developing and verifying a work engagement scale for knowledge employees with Chinese cultural characteristics. Either in theory, or in practice, in reality, certain innovations could be found in the study.Finally, the study points out some shortcomings, which exist in research objects, methods and content, and puts forward corresponding advice for future research.