The Influence of Immaterial Incentives on Job Performance of Knowledge Workers : Focusing on Psychological Contract as Mediating Variable
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This article aims to study the mediating role of psychological contract in the process of immaterial incentives influencing job performance. This paper investigates knowledge workers in Hebei province by network questionnaire. In this survey, a total of 560 questionnaires were issued, 52 invalid questionnaires were excluded, and 508 valid questionnaires were finally recovered. In this study, the Chinese scholar Guo Wei (2015) immaterial incentive scale was adopted and modified on this basis. The measurement scale of job performance mainly refers to the measurement method designed by Goodman & Svyantek (1999), and it is adjusted according to the actual situation. The psychological contract scales designed or used by scholars like Rousseau (1998, 2000), Lee Tinsley (1999) and Wang Pei (2018) were referred to in the selection of the scales. The questionnaire consists of four parts. The first part is a brief description of the survey and a survey of the basic information of the respondents, including seven questions, such as gender, age, marital status, education level and job position. The second part is the immaterial incentives questionnaire. The third part is the psychological contract questionnaire. The fourth part is the job performance questionnaire. Correlation analysis, structural equation and other statistical techniques were used to process the measured data, so as to verify the mediating effect of psychological contract in the model. According to the results of the mediating influence test, some discussions are made : (1) The organization needs to establish a fair and just salary management system and implement flexible welfare system. (2) The organization shall develop career plans for employees. (3) The organization should strengthen humanistic care for employees and build a harmonious relationship. (4) The organization should give employees autonomy and strengthen work redesign. (5) Employees should enhance their sense of responsibility and adjust their psychological expectations of the organization.
Abstract
This article aims to study the mediating role of psychological contract in the process of immaterial incentives influencing job performance. This paper investigates knowledge workers in Hebei province by network questionnaire. In this survey, a total of 560 questionnaires were issued, 52 invalid questionnaires were excluded, and 508 valid questionnaires were finally recovered. In this study, the Chinese scholar Guo Wei (2015) immaterial incentive scale was adopted and modified on this basis. The measurement scale of job performance mainly refers to the measurement method designed by Goodman & Svyantek (1999), and it is adjusted according to the actual situation. The psychological contract scales designed or used by scholars like Rousseau (1998, 2000), Lee Tinsley (1999) and Wang Pei (2018) were referred to in the selection of the scales. The questionnaire consists of four parts. The first part is a brief description of the survey and a survey of the basic information of the respondents, including seven questions, such as gender, age, marital status, education level and job position. The second part is the immaterial incentives questionnaire. The third part is the psychological contract questionnaire. The fourth part is the job performance questionnaire. Correlation analysis, structural equation and other statistical techniques were used to process the measured data, so as to verify the mediating effect of psychological contract in the model. According to the results of the mediating influence test, some discussions are made : (1) The organization needs to establish a fair and just salary management system and implement flexible welfare system. (2) The organization shall develop career plans for employees. (3) The organization should strengthen humanistic care for employees and build a harmonious relationship. (4) The organization should give employees autonomy and strengthen work redesign. (5) Employees should enhance their sense of responsibility and adjust their psychological expectations of the organization.
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