The Study On Salesmen’ Relationship Of Psychological Contract Violation And Staff Job Performance

From the late of the1980s,especially since the1990s,due to the arrival of the era ofknowledge and the intensified process of economic globalization, and with the progressof science and a variety of new discovery after another, the world and the economicundergoing tremendous changes, and thus lead to business environment facing greatuncertainty. Faced with such a complex living environment and competitiveenvironment, big changes also occurred internal and external of company, threats suchas merger, reorganization, restructuring and bankruptcy always exists. Facing with somany uncertainties, employees will face with more threats of unemployment, therefore,the traditional employment relationship has also undergone huge changes.Psychological contract between employee and organization are easy to breach and evenviolate, therefore, in recent decades, psychological contract and breach of psychologicalcontract become the hotpot of academic research. Studies have shown that thepsychological contract breach will make employees have negative attitude andbehavior,and thus will reduce employee job performance, organization trust,organization identity, and also reduce emotional attachment to the organization, loyaltyand satisfaction for the organization. But what factors will moderate the relationship ofpsychological contract violation and employee behavior, especially job performance,have not been enough studied, not even the moderating role of individual differences ofemployees,and the relationship of salesman of psychological contract and jobperformance is especial strong,so we take salesman as the example.Therefore, on the basis of theoretical research at home and abroad, and afterreviewing relevant outcomes put forward those hypothesis:first we test and verify therelationship between psychological violation and job performance; then we also do thesame process of the relationship between individual differences and psychologicalcontract violation,individual differences and jb performance;and finally, we use thecollecting data studied the moderating role of individual differences between therelationship of psychological contract violation and job performance by SPSS. Theresults show that: the psychological contract violation has a significant negativeimpact on job performance; psychological contract and individual differences(locus ofcontrol and self-efficacy) have a positive correlation; individual differences andemployees job performance also have a positive correlation, including that locus of control has a positive correlation with internal and external of role performance,self-efficacy has a positive correlation with both internal and external roleperformance;④there also be a significant positive correlation between internal andexternal role performance;⑤and we also studied that individual differences aremoderating the relationship between psychological contract and job performance byhierarchical regression, that when who is of internal control felt psychological contractviolation reducing less job performance than those who are of external of control, whenthose who are of higher self-efficacy felt psychological contract violation are reducingless job performance than those who are of lower self-efficacy.