The Incentive Mechanism Research Of Knowledgeable Staff Based On The Psychological Contract

Humans entered the era of knowledge economy, the produce and application of knowledge can't do without efficiency and high-quality staff, knowledge staff becomes the subject of era of knowledge economy enterprise.Because the working process of the knowledge workers are difficult to monitor and the result of work is difficult to measure, incentive and management knowledge staff cannot use the force contract means to do. This paper prepared in psychological contract framework to solve this problem.The achievements of this paper are mainly embodied in two aspects:First, through an empirical research, this paper confirmed the following six aspects: the knowledge worker's psychological contract structure is three-dimensional, and its third dimension is development; There is low relationship between factors of the psychological contract and employee turnover, the employee turnover can explained by psychological contract partly; Knowledge worker's risk-types are commonly risk neutral and risk preference type, business-type worker is risk neutral and management-type worker tend to risk preference; There is a three-dimensional structure respectively dimension in the knowledge worker's values: self, relationship and security; Because there is no significant correlation and false signals are, the knowledge staff's performance can not be used as the basis for training resources distribution; There is negative relation between the knowledge worker's performance and the employee turnover. The paper also do further explanation about the six problems.Second, on the base of empirical research, the paper do mechanism research on two problems: one is the comparative analysis of existing several typical wage systems, which can achieve better incentive effect, The research indicates that, in four typical salary incentive mechanisms, share-cropping is outstanding. The other one is how to distribute enterprise training resources under asymmetric information on. The research indicates that, if knows the cost curve of study, we can design the reasonable gradient wages to select the employee required training.