The Influence Of Psychological Contract On Civil Servant's Performance

With economic globalization, mercerization and the development of political democratization, governments are unprecedented complex and changing environment, facing all the pressure and challenges. The present stage of Our country, economic and social sustainable development, public awareness of democracy and the enhancement of democratic requirements, the diversification of ideas and values that are requires the government to deepen the reform of the administrative management, from the almighty government to limited government, from power government to responsibility government, from control government to the service government. Improve government performance is an important way to realize the transformation, the improvement of civil servant's performance is a key link to enhance government performance. The psychological contract is the tacit agreement between organization and civil servants, although invisible, but it is the determinant factor that effect of civil servants'attitude and behavior treating organization. So for organizations, it is very important to strengthen the psychological contract management to enhance civil servant's performance level.In this paper, it studies on civil servants. The theory and method of psychological contract is introduced into the civil servant's performance management. The theoretical and practical problem between the psychological contract and civil servants performance is explored and studied. This article considers the dialectical relationship exists between psychological contract and civil service performance. not only the psychological contract affect the performance of all aspects of the civil service, but also the process of civil Service performance management is the process of psychological contract's clarity,fulfillment,reconstruction. Currently performance level has been significantly improved, but also has a lot of problems. From the point of view of psychological contract, the main reasons of these problems are to ignore the mental characteristics of civil servants, despise the psychological differences in civil servants, and disregard the psychological identification of civil servants. To further improve the civil service performance, the organizations must establish the Concept of people-oriented and focusing on fairness must encourage participation in the process to inspire a sense of responsibility; create a shared vision to enhance cohesion; strengthen performance incentives to enhance satisfaction.