| The arrival of the knowledge economy era has led to a sharp increase in the number of new generations of knowledge-based employees.They have gradually become the main force and core force in enterprises and continue to create value for companies.While bringing fresh blood to the enterprise,they also brought management challenges to them.Due to the characteristics of the new generation of knowledge workers(including strong desire for self-worth realization,strong independence and innovation,strong mobility,strong learning ability and difficult to monitor and quantify work processes and results),they are not like the previous employees that can be easily managed.In recent decades,an informal contractual psychological contract between an enterprise and its employees has gradually received widespread attention,and has been used in all walks of life,especially with the increasing number and importance of knowledge-based employees.How to effectively motivate knowledge workers from the perspective of psychological contract has become an important research content in the field of human resource management.This article takes G company as a case and mainly takes the knowledge-based new generation employees of G company as the analysis object,combines the psychological contract theory and the incentive theory,and adopts the combination of literature analysis method,questionnaire survey method and case study method as the research method to research the questions.For the data obtained through the questionnaire survey,IBM SPSS Statistics 25 software was used for analysis.Based on the knowledge-based employees and the theory of psychological contract,this paper mainly divides the psychological contract into three dimensions to analyze the problems existing in the current incentive mechanism of G company,namely transaction-type incentives,relationship-type incentives and development-type incentives,combined with questionnaires.Data and on-site visit data show that the current incentive mechanism of G Company mainly has the following shortcomings: lack of transparency in compensation adjustment,lack of scientificity of salary budget,lack of balance between performance management and performance,company benefits are not fully systematized,the evaluation system has not been able to specifically quantify the scientific and concrete,the company's internal communication is insufficient,the corporate culture is not strong enough,the staff training depth is not enough and the employee's career planning management is not perfect.Based on the above problems of G company incentives,this paper proposes countermeasures against G company's current incentive status from three aspects: transactional incentives,relationship incentives and developmental incentives.Among them,the transaction-based incentives are: establishing a fair and competitive compensation system for scientific systems,improving the welfare system and introducing the “squid effect”;based on the relationship-based incentives: improving communication channels while strengthening internal communication and strengthening the construction of corporate culture and the recognition of the work of employees;based on development-oriented incentives: improve the training system,strengthen professional training,increase career planning and institutionalization of post promotion.Through the analysis of the incentive mechanism of G company's knowledge-based new generation employees,they can clarify their invisible expectations and we can help them to better integrate into the company,and truly become an inseparable part of G company and finally realize their own value.At the same time,the targeted incentive measures can also better motivate employees' work enthusiasm,which has promoted the development of the company and the long-term development of the employees themselves.This incentive mechanism not only has practical significance for the G company,but also can be used as a reference for other companies similar to the G company. |
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