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A Space Company Employee Psychological Contract Relationship With Turnover Intention

Posted on:2009-06-12Degree:MasterType:Thesis
Country:ChinaCandidate:J JiangFull Text:PDF
GTID:2199360242991697Subject:Labor economics
Abstract/Summary:PDF Full Text Request
The paper focus on staff turnover problems mainly from the perspective of psychological contract. Psychological Contract is an effective way to raise efficiency and employee satisfaction and reduce staff turnover ratio.This paper is targeted on the technical staff in an areospace company. This paper explore the structural characteristics of psychological contract of the technical staff and relation between the different dimensions and turnover intention through combining research methods of theoretical analysis, interviews and a questionnaire survey. Empirical conclusions are as follows:1. The company's technical staff psychological contract structure can be viewed from three dimensions which are development dimension, interpersonal dimension and norms dimensions. And development dimension is the most important.2. Aerospace technology staff pay attention to their own career development, and hope that the company can provide challenging work, the career development and support of technology competition.3. The organization responsible affected staff responsibility significantly. Organizational responsibilities have an significant impact on job satisfaction and have a significant negative impact on turnover intention. And the most important factor to reduce turnover intention is to focus on the organization development responsibility.4.Technical staff turnover intention is affected mainly by three aspects: the field of industry and external factors, organizational factors and technical staff own personal factors.Based on the above empirical research findings, this paper presents the strengthened proposals of psychological contract management. The most important thing is to attach importance to the development of responsibility to provide a good platform and career development opportunities for technical staff; Secondly, it should provide a harmonious working atmosphere; Finally, material incentives can not be ignored. Proceed from the above three aspects, we can create a good positive psychological contract.
Keywords/Search Tags:Technical staff, Psychological Contract, Psychological Contract Management
PDF Full Text Request
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