Research On The Influence Mechanism Of Leader-member Exchange And Job Performance Of Atypical Employment Workers

With the rapid development of economic globalization, the enterprises in China arefaced with unprecedented pressure of competition, and organizations require higheradaptation, flexible human resources management has become the strategic choice ofenterprises. At the same time, a large number of unemployment because of the reform ofthe system and the adjustment of industrial strncture, in addition, millions ofundergraduates and postgraduates are faced with job choosing, which lead to seriousemployment situation at the present stage, what’s more, give impetus to blowoutexpansion of atypical employment. So enterprises demand part-time workers, dispatchingworkers, temporary workers and other atypical employment mode when hiring typicalemployment. Atypical employment mode can not only reduce labor costs and increaselabor flexibility, but also has become the way of employment which organizations widelyused to adapt to the metbolic process of external environment. So it should be concernedby enterprises that how to improve the atypical employment workers’ work input andpromote atypical employment workers eventually gain high-performance.Firstly, on the basis of literatures and theory review of leader-member exchange,organizational citizenship behavior and work performance, the article constructs the modeland proposes hypothesis that the mediating effect of organizational citizenship behavior onthe path of four factors of the leader-member exchange(emotion, loyalty, contribution,professional respect) and two factors of job performance(task performance and contextualperformance).Secondly, collect data by empirical investigation and questionnaires. Through thetesting of reliability and validity of the scale, correlation analysis and regression analysis,we got the following conclusions: atypical employment workers’ emotional factor haspositive effect on task performance and contextual performance, and organizationalcitizenship behavior plays a partial intermediary role on this path; atypical employmentworkers’ loyalty factor has positive effect on task performance and contextualperformance, and organizational citizenship behavior plays a partial intermediary role onthis path; atypical employment workers’ professional respect factor promotes on task performance, and organizational citizenship behavior plays a partial intermediary role onthis path.Finally, we put forward management suggestions depending on the conclusion of thestudy: the leaders in enterprises should optimize the leader-member exchange relationship,induce atypical employment workers’ organizational citizenship behavior; improve theperformance appraisal system, implement the performance evaluation standard; realizeand meet atypical employment workers’ internal requirements.