| With the development of economics, the market competition we face with is more and more intense, and the market environment is more indefinite, which leads to the change of relations between organizations and the staff. Many enterprises enhance the management of contract to human resources and attempt to restrict the behavior of the staff by the form of written contract, which is not enough either. There is not only a written labor contract, but also an implicit contract to confirm responsibilities and obligations between organizations and the staff, which is called Psychological Contract. Since the concept of psychological contract was proposed in 1960, it has widely accepted both in theory and in practice. Both domestic and foreign scholars have done some relative research on psychological contract's effect on employees' performance. However, because the most of Chinese civil servants have dual figures, a combination of government officeholder and part officeholder, with the differences in system between enterprise and government, makes differences between the civil servants and the staff. In this article, we define the civil servants' psychological contract, that is, a mutual psychological expectation and commitment on the responsibilities and obligations between the government and civil servants, which is always a non-written form of implicit contract. It contains the government's expectations and civil servant' expectations.The current research on the civil servants' psychological contract and their performance is still seldom, this article is from this gap, and we hope we can improve the job satisfaction of civil servants through this study and have a positive effect on improving the administrative management of the government.This article summarizes relative literature on psychological contracts and performance, utilizes Chinese Civil Servants Psychological Contract Questionnaire, carries on the investigation to the civil servants of government of Gongzhuling city in Jilin province, and the data of performance we use is the appraisal score in year 2008. Then we carry on the exploring and confirmatory factor analysis on the structure of psychological contract, and the multi-dimensional layer regression analysis between psychological contract and performance with the SPSS 15.0 and AMOS 7.0. We draw the main conclusion as follows:1. The civil servants' psychological contract contains government's expectations and civil servants' expectations. The government's expectations are consisted of four dimensions constitutions, including personal qualities, professional qualities, vocational skills, and working attitude of the civil servants. The civil servants' expectations contains four dimension constitutions as well, which are human environment, organizational environment, expected return, and personal development space. The conclusion proves Wei Lin's research on dimensions of psychological contract of the civil servants, there is slightly different among elements, but does not affect the overall result.2. Different administrative levels put different attentions to different elements of the civil servants' psychological contract expectations: in government's expectations, the high-level civil servants show more sensitivity of the 10 elements than lower administrative level civil servants; in civil servants' expectations, the most important element to general civil servants is learning and training opportunities, by contrast, the higher leaders of the government regard career prospect as the most important element. But both of them have attached great importance to expected return.3. The civil servants' psychological contract has a remarkable influence on their performance. Among it, the influence of vocational skills, working attitude, human environment, expected return and personal development space is quite significant. And the influence of personal qualities, professional qualities and organizational environment is relatively unremarkable.Finally, this article summarizes the enlightenment for human resource management practice in government of Gongzhuling city according to the research conclusion.1. Enhance training the vocational skills of the civil servants. The government should plan appropriate and reasonable training programs according to different positions, set up effective training and evaluating systems. Government enlarge effectiveness of training through the specific evaluation. In addition, the government should also keep the vocational skills as a rigorous evaluation basis in the selection of civil servants.2. Utilize communication to promote working enthusiasm of civil servant. The government should not ignore the process after tasks being issued, but make communication become one kind of habit. Not only focus on the outcome, but also develop appropriate incentive regulations of behavior and attitude, to promote working enthusiasm of civil servants. At the same time, channels for complaints and responses should be set up to ensure the problem resolved timely.3. Build good human environment of the government. First of all, the government should build a harmonious relationship between higher and lower administrative levels, with the way of democratic leadership; Secondly, to create a good working atmosphere, do not mind learning teamwork from enterprises, even foreign companies, and encouragement should be given timely to performance and contribution of civil servants. Showing care about life of civil servants, to strengthen their sense of belonging.4. Give a reasonable return to civil servants' work. Generally, the government provides civil servants with relatively comprehensive welfare and safeguard, but economic means may not be the only method. The organization should pay more attention to the civil servants' living conditions, take corresponding measures to help them when they meet difficulties, provide them with a relatively stable, and supportive work environment. At the same time, when giving incentives to civil servants, in particular, the government should pay attention to fairness and equity. Combine Reward and punishment systems with performance evaluation to ensure that the rewards and punishments are clear under the results of the evaluation.5. Strengthen the civil servants' career management. Firstly, the government should set up multi-path of career development which follow "to make the best use of people" and "position-match" principle. According to the growing regulations of different talents and their different characteristics and capacity, design various paths of career development . Secondly, expand the scope of post exchanges to create a suitable environment for the development of career development. At the same time, the implement a wide range of training methods, do different trainings to different people. Finally, promote the civil servants' self-management.6. Improve the performance evaluation system of the government. First, Appraisal criteria and goal should base on specific position analysis and the government development goals. Second, choose appropriate method and executor for the evaluation. Third, train the people involved. In brief, the total evaluation system should be reasonable and impartial. |
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