The Study About The Impact Of Immaterial Incentives On Knowledge Workers’ Performance

With the rapid development of economy, the living standard of Chinese people is also growing continuously. At present, the Chinese companies still mainly give the material incentive, lacking of the immaterial. As for the staffs, what they require is not only the material incentive, especially for the knowledge staff who concern more on the respect and the self-realization from the work they do. If the requirement of the staff can be met, it will help improve the efficiency and get higher job performance. For the company, the knowledge staff is the key of the competition between companies, and can push the company to move forward. To retain the knowledge staff, the company cannot only depend on the written contract, but also need to build good psychological contract through series of immaterial incentive. Psychological contract contains the responsibility between company and staff, which can reflect the satisfaction of staff, and affect the behavior of staff obviously.This research, based on the widely document reading, build the model composed by immaterial incentive, psychological contract and job performance, and design questionnaires which takes the international authoritative questionnaires as reference. This research take the immaterial incentive, job performance and psychological contract as independent variable, dependent variable and mediated variable, and use the SPSS software to perform the correlation analysis, regression analysis and mediating effect test etc. Then we can get such conclusion mentioned as following: Firstly, immaterial incentive from three dimensions – including organization environment, spiritual incentive, professional ability development incentive, can all have influence relationship with the task performance or contextual performance, and this kind of relationship is positive. Secondly, the immaterial incentive can positively affect the psychological contract, and the latter can also positively affect the job performance obviously. What’s more, in the effect of immaterial incentive from three dimensions – including organization environment, spiritual incentive, and professional ability development incentive to the two dimensions of job performance – task performance and contextual performance, the psychological contract will function as the mediating effect. Finally, the research makes the proposal for how to improve the performance of knowledge staff through immaterial incentive, based on the conclusions of research.