The Psychological Contract Research, And Salary Management Model

The relationship between psychological contract and compensation pattern was examinated to find out the effects of psychological contract on organization management and study the compensation pattern under the influence of psychological contract. Based on human resources management theory and psychological theory, this study focused on the influence on compensation pattern from psychological contract in its formation, styles and characteristics, and how they affect individual and organizational performance so as to define compensation pattern.Interview and questionnaire survey were used in this research. Data was collected among 18 business ventures and 118 employees who participated in the research. The main results are as follows:1. Through the research at Shenzhen of China, psychological contract is dinfined as four factors: strategic psychological contract, balance psychological contract, stable psychological contract and transactional psychological contract. This is close to the previous research: transactional psychological contract, transitional psychological contract, balance psychological contract and relational psychological contract. But there are also some differences. The previous researchs more focused on job orientation and organization orentention. This research considered the different level relation between employee and employer including temp transactional relation, balance and stable relation and strategic relation. Balance and strategic relation also cover the job and organization orentation.2. Psychological contract affects employees' justice and satisfaction, which will also influence employees' behaviors and their performance. Procedural justice affects the form and rationality of psychological contract. And it also influences the ralization and break of psychological contact.3. Semi-structure or un-structure compensation system. Because employee's expectation on compensation and benefits was different due to their differences in education, experience and charateristic. Employers should provide the compensation and benefits to be in line with employees' personal needs.4. Self-adaptive cmpensation parteen needs to be built up: psychological contract,compensation satisfaction, procedural justice and organization management affect each other. Positions, marketing competitiveness, company motivation influenced psychological contract, and also influences enterprise management system, such as compensation pattern. Because of the influence from position, age, education and influence on compensation pattern directly and indirectly, compensation contents become more and more individualized. Due to differences of individual experience, education background, position, self-expectation, different compensation contents should be provided. It is defined as self-adaptive compensation pattern.