The Empirical Analysis On The Impact Of New Generation Knowledge Employees’ Psychological Capital On Work Attitude

For a long time, the rapid economic growth of China depends oncapital, technology and material resources. But the infinite human resources thatwe possess have not yet been fully developed. Today, the man has become a keyfactor that enterprises gain the core competitiveness, and the study ofpsychological capital provides a new perspective for the enterprise to manageman. Many new generation knowledge employees have been in the keypositions of the enterprise, and the accidence of young and new employeesbrings fresh blood. They have gradually become the core force of the enterprise.Psychological capital plays a positive role in the work attitude which relatedwith high performance, psychological capital can be used as a newbreakthrough for improving the work attitude and behavior of new generationknowledge employees. In this background, this paper explains the relationshipbetween the constituent elements of the psychological capital and its influenceon the work attitude by means of the relevant method of psychology andstatistics, and tries to provide the enterprises with corresponding researchsupport and application guide on establish human resource management modelthat based on the positive energy.This paper concludes the definition and characteristics of the newgeneration knowledge employees through literature analysis and interviewanalysis, and compiles psychological capital and work attitude questionnaire forthe new generation knowledge employees by consulting relevant literature andverifies the reliability of these questionnaires by using statistical method;defines four dimensions(optimism, hope, confidence, resilience) of newgeneration knowledge employees’ psychological capital and threedimensions(job satisfaction, affective commitment and job involvement) of work attitude; gets the situation of psychological capital and work attitude ofthe new generation knowledge employees in China by descriptive statistics ofthe measurements and verifies the differences in demographic variables ofpsychological capital and work attitude. There is no difference in gender onpsychological capital and its dimensions, work attitude, affective commitmentand job involvement, but women score significantly higher than man in worksatisfaction. There is no significant difference in marital status on psychologicalcapital and its dimensions and work attitude and its dimensions, and significantdifference in years of working and position level. On the whole, the longerworking life and the higher work position the higher psychological capital andwork attitude level. This paper adopt the method of path analysis to verify thatin the four elements of psychological capital, optimism has a positive effect onconfidence, hope positively influences confidence, confidence has a positiveeffect on resilience, optimism has a indirectly positive effect on resilience viaconfidence, there is no causality between hope and resilience.The correlationanalysis confirms that psychological capital and its dimensions are significantlyand positively correlated with work attitude and its dimensions, and therelativity is lager between the psychological capital as a whole and workattitude than its dimensions. Then, we use regression analysis to confirm thatthe four dimensions of psychological have positive impact on job satisfaction,affective commitment and job involvement and obtain their coefficient. At theend of the paper, we put forward new countermeasures for the enterprise humanresource management according to the research conclusion and thecharacteristics of the new generation knowledge employees.The conclusion of this paper enriches the study of psychological capitalboth in theory and practice. Psychological capital is diverse in culture and group,and it has a complex and profound influence on the mechanism of employees’work attitude. The research based on the samples of this special group of newgeneration employees can helps to change the negative direction in enterprise management, to abandon the way of traditional recruitment, training,performance appraisal, to tap positive psychological potential of employees inall aspects of human resources management, to develop staff psychologicalcapital, thus creating the enterprise competitive advantage that cannot becopied.