Effects Of Psychological Contract And Loyalty To A Knowledge-based Employee Performance

With the rapid development of market economy, the competition betweenenterprises is becoming increasingly fierce, uncertainty and the internal andexternal environment of higher. These changes in the economic environment leddirectly to the inter enterprise restructuring, mergers and downsizing, and therelationship between employees and enterprises are gradually changing. In themodern economic society, the employee’s main part is the knowledge staff. Cansay, the level of performance influence knowledge worker performance on thewhole enterprise is very large, and even play a decisive role. With the rise of theknowledge type employees, psychological contract, this concept also graduallyappeared in the management field of vision. Research shows that, thepsychological contract can be used as the link between the enterprise and the staff,promote the sense of belonging and satisfaction of employees of enterprises,reduce the psychological gap, also have effects on loyalty rather. In this paper,loyalty and the psychological contract as variables to study its effect on theknowledge worker performance, variables are mainly indirect influence onenterprise performance through the influence on the performance of knowledgeworkers.In this study, review relevant theory of loyalty, psychological contract andknowledge type staff and performance, followed by a combination ofquestionnaire and main characteristics of knowledge worker RENE SCHALK,designed with the questionnaire Chinese knowledge workers. Investigation objectis mainly in shenzhen, Qingdao, Beijing three companies a total of210employees.Using the SPSS analysis tools such as to the questionnaire of psychologicalcontract, loyalty, and employee performance in multivariate analysis, to explorethe relationship between the variables. Through exploratory factor analysis andother analysis methods, it is concluded that the related research results are asfollows： first, in combination with RENE SCHALK questionnaire, to verify thedimension is the responsibility of the knowledge employees’ psychologicalcontract; Second, the dimension of organizational responsibility as developmentspace, environmental protection and work support, staff responsibility dimensionsare divided into organizational identification and job involvement; Psychologicalcontract has a significant influence on employee loyalty, loyalty has a significanteffect on employee performance, and the psychological contract has a significanteffect on employee performance, and thus get the related model and the assumption that psychological contract with loyalty as intermediary variablesimpact on employee performance, and to make an empirical analysis of therelevant assumptions. Finally, according to the previous hypothesis and theanalysis results, the psychological contract in loyalty for the relevant conclusionscan indirectly affect employee performance, and the six aspects of suggestions areput forward to improve the performance of knowledge workers： increaseinvestment, establish good psychological contract, establish a reasonable salarysystem, establish the reasonable performance appraisal system, establish a goodworking environment, establish a rational career planning and promotionmechanisms.