The Research Of Incentive Strategy For Knowledge Employees Based On Psychological Contract Theory

Nowadays,in the era of knowledge economy,with the increasingly fierce competition in the market,only by constantly innovating products and technologies,enterprises can obtain sustainable development.This means that the competition for talent is more concentrated in the knowledge employees who can create,disseminate and apply knowledge.For the enterprise,knowledge employees need to have a high knowledge reserve,but more importantly,they can continue to strive to enhance their knowledge ability to form continuous innovation and development of knowledge.Therefore,for enterprise managers,how to meet the inner needs of knowledge employees,how to motivate knowledge employees to learn and create actively in the work,are the problems must to be think.In this study,under the background of knowledge employees,defined the concept of psychological contract,knowledge employees and incentive,summarized the psychological contract theory and motivation theory,analyzed the characteristics and content of the psychological contract and the relationship between knowledge employees and organizational incentive,and started from the psychological contract theory,under the guidance of motivation theory,with knowledge employees as the research object,using empirical investigation,with case interviews,questionnaires and statistical analysis method,to explore knowledge employees' psychological contract structure of companies,investigate the psychological contract's demand and satisfaction situation of knowledge employees analyze knowledge employees incentive policy problems,and constructed the psychological contract-based incentive model and raised some operability comments and suggestions.The study found that,knowledge employee psychological contract is a three-dimensional structure,ie transactional psychological contract,relational psychological contract and developmental psychological contract;The main problem of transactional incentive are untargeted of performance evaluation and equity inadequate of pay design;the main problem of relational incentive is inconsistent between corporate culture and knowledge employees;the main problem of developmental incentive are limited internal space for development,the ignore of individual career planning and the Lack of learning and training opportunities.The most incentive effects of transactional incentives are to construct an objective and fair performance evaluation index system,to enhance the remuneration and to improve the welfare system;The most incentive effects of relational incentives are to form good relationships,to implement flexible management,to form people-oriented corporate culture and to establish good communication channels;The most incentive effects of developmental incentives are to build a reasonable promotion channels,to design targeted training program and to provide challenging work and reasonable career planning for knowledge workers.