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心理契约和组织绩效在一定程度上存在着必然的相关,心理契约在某些程度上决定着员工们的工作行为的形成,并驾驭他们的情绪和态度,从而影响组织效率;同时心理契约比经济契约更能影响组织的效率,因为劳动合同决定员工的工作内容,而心理契约则影响着他们的感情甚至于对组织的忠诚度。通过正式契约,可以买到一个人的时间,可以雇到一个人的技术操作,但买不到热情、创造性,和全身心的投人,而通过心理契约的构建可以提升组织绩效。而构建良好的心理契约并维系其稳定,主要是要满足员工对组织提供的物质利益、发展利益(即货币和非货币的报酬)的期望和确立公平的组织分配和奖惩制度,并且注意营造一个让员工感受良好的组织环境。
Psychological contract and organizational performance are bound to some extent, and psychological contract to some extent determines the formation of employee’s work behavior, and control their emotions and attitudes, thus affecting organizational efficiency; at the same time psychological contract than the economy Contracts can affect the efficiency of the organization, because the labor contract determines the content of the work of employees, and psychological contract affects their feelings and even the loyalty of the organization. Through a formal contract, you can buy a person’s time, you can hire a person’s technical operations, but can not buy enthusiasm, creativity, and wholeheartedly invested, and through the construction of psychological contract can improve organizational performance. To build a good psychological contract and maintain its stability, we should mainly satisfy employees’ expectation of material benefits, development benefits (monetary and nonmonetary compensation) provided by the organization and establish a fair organizational distribution and rewards and punishment system, and pay attention to creating a Let employees feel good organizational environment.