Research On The Impact Of Perceived Leaders’ Low Expectations On New Employees’ Job Performance

High-quality development has become the most important task for our country to move towards a socialist modernization country.This means that enterprises in our country need to improve the modern system,focus on attracting and using talents,promote talents to play a leading and supporting role,and achieve their own growth and development.New employees are important talent resources that promote organizational development and stimulate innovation vitality.Helping new employees adapt to the organization,make performance contributions,and form talent competitive advantages can not only promote resource integration,value creation,and improve enterprise competitiveness,but also contribute to the high-quality development of the country.Therefore,the field of human resource management also pays great attention to how to apply appropriate management models and incentive methods to promote new employee performance.Many studies have found that leaders’ expectations as an incentive tool can affect employee performance levels,but so far,the effectiveness of leadership’s low expectations as an incentive measure has not yet been established,and the specific impact mechanism on new employee performance needs to be further improved.Based on the above premise,in order to further understand the incentive effect of low expectations of leadership on the performance of new employees and clarify its specific path,this thesis,based on attribution theory and self-efficacy theory,takes new employees who have worked for less than one year as the research object,and puts forward the research idea of "perceived low expectations of leadership-attribution of new employees-work performance".At the same time,self-efficacy is taken as the boundary condition to further explain the role of leadership’s low expectations.This thesis collects data through online questionnaires,uses factor analysis,hierarchical regression,bootstrap sampling and so on,using SPSS26.0 and Mplus8.3 to verify the theoretical model and research hypothesis.The final empirical results show that:(1)Self efficacy can affect the effect of low leaders’ expectations on the attribution style of new employees.(2)New employees’ positive attribution can positively affect job performance,while negative attribution can negatively affect job performance.(3)Positive attribution and negative attribution play an intermediary role in the perception of the role of leaders’ low expectations on job performance.(4)New employees with high sense of self-efficacy can improve their job performance through positive attribution after they perceive low expectations of leadership.(5)New employees with low self-efficacy will have negative attribution and reduce job performance after they perceive low expectations of leaders.This research findings reveal that reveals the dual effect of low expectations of leaders on the performance of new employees,acknowledges the positive effect of low expectations,and confirms its specific path of action,which is a useful supplement to the theory of low expectations.At the same time,the results of this thesis also bring new enlightenment for enterprises to use good talents and continue to develop steadily.It calls on leaders to make reasonable use of low expectations,pay attention to the differences of new employees’ characteristics,pay attention to the guidance of new employees to achieve better incentive effect,and take talents as the driving force,ultimately improving the competitiveness of the enterprise.