The Superiors’ Cognitive Trust Feedback Effect On New Employees’ Knowledge-sharing Willingness

Knowledge sharing among new employees and colleagues is of great significance in upgrading employees’job skills, reducing turnover rate and realizing the self-worth. It is also extremely beneficial to enterprises, because it can decrease cost, improve work efficiency and ultimately enable enterprises to achieve and maintain a sustainable competitive advantage. But university graduates recruits within three years have higher turnover rate, reflecting an incoordination knowledge sharing between new employees and colleagues. The superiors’ behavior and feedback plays a decisive role in the knowledge sharing willingness of new employees and colleagues, but few scholars have conducted study the relationship.This thesis focused on variable of "superior cognitive trust feedback", which is superior’s recognition of employees’capability. Taking university graduates recruits within three years as the research object, based on theory of planned behavior, this paper built a relational model between superiors’ cognitive trust feedback and new employees’ knowledge sharing willingness.This paper proposed the theoretical model through literature and field research, proposing intermediary role assumptions of the direct effect, job involvement and colleague cognitive trust between superiors’cognitive trust feedback and new employees’ knowledge sharing. Social comparison of justice makes a critical difference in moderating superior’cognitive trust feedback and job involvement, meanwhile, richness of knowledge transfer channels within the organization plays an important role in moderating colleagues cognitive trust and superiors’cognitive trust feedback. According to the theory assumption proposed above, based on scale design, data collection, reliability and validity analysis, the hypotheses was verified with structural equation modeling analysis and regulation. Related discussion and proposal were rendered. Analysis tools were SPSS17.0and Lisrel8.70software.Empirical results showed that:the superiors’cognitive trust feedback has indirectly influence on knowledge-sharing willingness of university graduates staff; job involvement and colleagues cognitive trust play a mediating role to superior cognitive trust feedback and employees’ knowledge sharing willingness; social comparison of justice makes a critical difference in moderating superior’ cognitive trust feedback and job involvement. Moreover, richness of knowledge transfer channels within the organization plays an important role in moderating colleague cognitive trust and superiors’cognitive trust feedback. Finally, hypothesis testing results were discussed, and some relevant suggestions to promote the knowledge sharing willingness of new employees were proposed, injecting the inexhaustible power into continuously improvement and competitive advantage acquisition for enterprises.