An Empirical Research On Psychological Contract's Effect On Employees' Performance

The market competition is becoming more and more intense today, the market environment which the enterprise faces is more indefinite, what comes with it is the change of relations between the enterprise and the staff. The annexation, reorganization and reducing staff is common day by day, the internal reform in organizations also appears unceasingly, therefore the employment relations between the staff and enterprise present a very big transformation(Kissler,1994;Mclean Parks & Kidder,1994). Staff's feeling of work stability which is traded by loyalty, deference and diligence exists no longer. The staff loyalty drops unceasingly and the withdrawal rate is getting higher and higher, which influence enterprise's long-term development and core competitiveness seriously. These are all the results of the change of the staff's psychological contract. As the psychological link of staff and enterprise, psychological contract often reflects with staff's work behavior and influences performance. The staff performance has a direct relation with realization of the corporate goal. Therefore it is very important to raise the performance level by strengthening the management of staff psychological contract to the enterprise.This article summarizes relative literature on psychological contract and performance, utilizes Rene Schalk's psychological contract questionnaire, carries on the investigation to nearly 200 enterprise's staffs, the data of performance we use is the appraisal score in preceding year. Then we carry on the exploring factor analysis on the structure of psychological contract, and the multi-dimensional layer regression analysis between psychological contract and performance with the SPSS 13.0. We draw the main conclusion as follows.1. The staff psychological contract-staff responsibilities are consisted of four dimension constitutions, including job devotion, organizational commitment, occupation enterprising, loyalty and responsibility. Compared with the original questionnaire's conclusion, occupation enterprising, loyalty and responsibility are the new dimensions. The staff psychological contract-organization responsibilities contain three dimension constitutions, including fairness and development, job and participation, exterior safeguards.2.Psychological contract has a remarkable influence on the performance. Among it, the influence of job devotion, organizational commitment, fairness and development, job and participation, exterior safeguards is quite significant.Finally, this article summarizes the enlightenment for human resource management practice in enterprises according to the research conclusion.1. Enhance the job's excitability. On one hand, do endeavor on job design in order to satisfy staff's incentives to achievement with every effort. On the other hand, we can use the method of job rotation, making the staff study and develop between various posts.2. Strengthen the staff's career management. The manager should establish the corresponding goal for staff in their various stages of career development and their various paths of career development.3. Transform staff's loyalty to work performance. The enterprise must construct harmonious relationship between higher authority and subordinate, lead staff with the democracy way, give staff the opportunity to participate in discussing and proposing opinions, construct good corporate culture and working atmosphere diligently.4. Make communication become one kind of habit. Regular communication may promptly correct the deviation of psychological contract between enterprise and staff. And pay attention to strengthening psychological contract management in some crucial phases, while in this process, communication becomes the most effective method.5. Provide solid exterior safeguard. Staff's demand is diverse, so enterprise should usually pay attention to staff's living condition, promptly discover their difficulty, adopt corresponding measures to assist them and provide a relatively safe, supportive working condition for them.6. Improve the performance appraisal system. When designing the performance system, managers should determine appropriate appraisal criteria and indicators on the basis of the corporate development goals. They must consider comprehensively, including the factors which mostly influence the enterprise long-term development as well as the staff performance, to weigh staff's contribution as comprehensively as possible.