The Research Of Incentive Strategy For Knowledge Workers Based On Psychological Contract

With the advent of knowledge economy, intellectual capital has become a decisive factor in determining the social and economic development. Knowledge-based staff who carry knowledge play a role of using knowledge, creating and incrementing of value. So, for enterprise, obtaining knowledge-based staff has become the focus of enterprise competition in the21st century. However, the value of the knowledge workers is not be determined by the knowledge and skills they have, it plays its role by motivation. Compared with the demand of the general staff, knowledge workers have new demand characteristics, such as the emphasis on job satisfaction, high creativity, caring about personal growth and development, higher liquidity and so on, which posed a challenge to the traditional economic contract incentives. Psychological contract can reflect the employees’ expectations of rights and development in organization from the psychological level, which includes not only economic contracts ingredients, but also the relationship and the development needs of the knowledge-based employees. Its essence is to combine the demand characteristics of the knowledge-based employees to incentive comprehensively. The enterprises can maximize their potential of knowledge workers to improve their work enthusiasm, creativity and satisfaction, but also pose an important role in the survival and development of enterprises by meeting the internal demand of knowledge workers.Therefore, it is necessary to combine the psychological contract to study the demand of knowledge workers to motivate knowledge workers. On the basis of the relevant theory, combining actual interviews, the author deleted and simplified the psychological contract content, then worked out the content of the "the questionnaire of knowledge workers’ psychological contract", and analyzed the validity and reliability of the questionnaire; then the author issues questionnaire to more than twenty enterprise in Jinhua, after that, the author collected the dat of questionnaires and made descriptive analysis and factor analysis. The conclusions of the results are as follows:(1) The three-dimensional structure is consistent with our knowledge-based employee psychological contract;(2) China’s knowledge workers advocate fairness, have high sensitivity to it;(3) Currently, knowledge workers pursuit material-maximize in the remuneration,,expect a good corporate culture in the relationship; want companies to provide them with more promotion platform in the development.For this reason, the researchers suggest that in the procession of motivating knowledge workers, on one hand, firstly, enterprises must provide a fair and competitive remuneration packages for knowledge workers in material. Secondly, considering the characteristics of eagerness to learn of knowledge workers, the authors proposed that enterprise can implement the plan of learning wage to motivate knowledge workers comprehensively; in relationship, enterprises should take strategies of building a people-oriented organizational culture, strengthening information exchange and sharing, caring staff personal life for knowledge workers to build a harmonious and friendly working environment and organization atmosphere; in development, the enterprise must fall back the past error philosophy, combine the organizational goals and the individual goals based on knowledge workers’ development requirements, and take incentive strategies of providing a lifelong training,daring to give authorization and building a learning organization. On the other hand, the formulation of any policy should not only focus on the fairness, but also give employees the right of involving the decision-making to provide effective and equitable competitive environment and working atmosphere for staff.