Study On The Relationship Between Employee Psychological Contract And Job Satisfaction Of Medium And Small Enterprises

Psychological contract and job satisfaction are both hot spot issues in the field of management, and they affect the attitude and behavior of employees for their work jointly. At present, the instability of employment relation between employees and medium and small enterprises has revealed increasingly. For medium and small enterprises, how to attract, keep and motivate employees is the key to win in the keen market competition. Therefore, in peculiar economic and cultural background of our country and combined with the characteristics of medium and small enterprises, the paper explores the relationship between employee psychological contract and job satisfaction with the method of theoretical analysis and empirical research, which not only helps to further deepen the native research of psychological contract on the territory of organization effect, but also has important theoretical value and practical significance for human resource management and self-development of medium and small enterprises.On the basis of generalizing the theory development and current research situation of psychological contract and job satisfaction, by making reference to typical questionnaire of related study and carrying on semi-structured interviewing, the paper constructs the questionnaire with the process of collecting items, revising, pretest, etc., and conducts empirical research to the 550 employees who are selected from 10 representative medium and small enterprises of Shandong province. In the research, valid data collected are analyzed by SPSS 13.0 with methods of factor analysis, reliability analysis, descriptive statistic analysis, t test, variance analysis, correlation analysis and regression analysis. For employee psychological contract and job satisfaction of medium and small enterprises, the paper analyzes their dimensions, current situation and the differences of demographic variables, emphasizedly probes into the internal relation and influencing mechanism between them, establishes effective predictor models of employee psychological contract to job satisfaction, and gives countermeasures and suggestions on the management of employee psychological contract and the improvement of job satisfaction.In the medium and small enterprises, the main conclusions of the empirical research are as follows:1. For employee psychological contract, organization obligation and employee obligation both have three-dimension structure which consists of threefactors——transactional obligation, interpersonal obligation and developmentalobligation. For job satisfaction, it consists of five dimensions which are job itself, working payback, working group, working condition and enterprise management.2. The state of employee psychological contract is a little better than the medium level and job satisfaction is on the medium level.3. There are no significant differences of sex on 15 research variables which are employee psychological contract, job satisfaction and their dimensions. Age, educational level, working age and nature of work respectively have significant differences on a part of research variables.4. There is a significant positive correlation between employee psychological contract and job satisfaction, and employee psychological contract has significant function to predict job satisfaction.5. There are significant positive correlations between each dimension of employee psychological contract and job satisfaction. Thereinto, organization transactional obligation, organization developmental obligation, employee developmental obligation and organization interpersonal obligation have significant function to predict job satisfaction.6. There are significant positive correlations between each dimension of employee psychological contract and each dimension of job satisfaction. Thereinto, organization developmental obligation and employee developmental obligation have significant function to predict job itself; organization transactional obligation and organization developmental obligation have significant function to predict working payback; organization interpersonal obligation and employee interpersonal obligation have significant function to predict working group; organization transactional obligation and organization interpersonal obligation have significant function to predict working condition; organization interpersonal obligation, organization developmental obligation and organization transactional obligation have significant function to predict enterprise management.