The Effect Of Leader-member Exchange On Second-born Female Employees

With the development of economy and technology,enterprises have gradually realized that the development and utilization of human resources is one of the key factors for their sustainable development.In the fierce market economy,how to reduce the turnover rate and motivate employees effectively so that each employee can give full play to their abilities,create more value for the company,and maximize corporate profits is the goal pursued by the company.The progress of society has made many women bear the same responsibilities and pressures as men in the workplace,and create the same value.However,due to the liberalization of the second-child policy,women as practitioners of the policy,their employment situation and employment quality are undoubtedly affected by the policy and family.Allowing this kind of influence is a loss for companies,especially companies with more female employees.As competition becomes more fierce,there are more and more uncertain factors,and the requirements for innovation and organizational citizenship are becoming higher and higher.The proactive behavior of employees is becoming more and more important.Therefore,as the proportion of second-born women increases,companies must consider how to take effective measures and methods to improve the work initiative of second-born female employees.In the literature review,it is found that the proactive behavior of employees is affected by many factors.Personal factors are mainly positive influences of proactive personality and self-efficacy on proactive behavior;Situational factors are involved in working autonomy,working atmosphere,leadership style,and leadership exchanges.Among them,the leadership style is mostly studied from the aspect of positive leadership,and leader-member exchange is also discussed from the aspect of exchange relations.This article focuses on the quality of leader-member exchange,and studies and explores its influence on the proactive behavior of second-born female employees.Because the second-born female employees are in the change of family and social environment,It makes it impossible for companies to predict everything and then stipulate them.In this case,psychological contract problems often arise.Therefore,this article introduces psychological contract as an intermediary variable to explores its mediating role.This article proposes research hypotheses and establishes research models through literature research and interviews with some second-born female employees of Z company.Then collect 349 data through a large-scale questionnaire for empirical research,and analysis software such as SPSS25.0 was used to analyze the reliability,validity,correlation,and regression of the data,and the following conclusions were drawn:(1)Among the four dimensions of the exchange relationship between leaders and members,care and support and loyal contribution have a significant positive impact on the work initiative behavior of second-child female employees,and a significant positive impact on the psychological contract;control of assignments and resistance against the second child The proactive behavior of female employees has a significant negative impact on the psychological contract.(2)Psychological contract plays a part of intermediary role between the exchange of leadership members and the active behavior of second-born female employees.Based on the conclusions obtained from the research and analysis,this article puts forward specific management opinions for the second-born female employees,and recommends to improve corporate rules and regulations,pay attention to the construction of psychological contracts for special groups.And pointed out the deficiencies of the research and the prospect of future research.