Research On The Impact Of Values On The Relationship Between Enviroment And Employee Attitudes

Thirty years of reform and opening-up in China has benefited its economy. Globalization, information technology and the market influenced corporation more and more severely. Rapidly changing environment requires enterprises to respond quickly. In a special transition period, all changes in social structure, the pace of life, the adjustment of benefits distribution, the expansion of information transmission, the influx of Western thought, impact on people’s thoughts, ideas to change their behavior.In such a changing era, the traditional management models exposed the flaws. we have been thinking about this question:which way should management model follow? We believe that the key to the development of enterprises is to maintain the effectiveness of employee behavior, and employee behavior depends on his positive attitudes. The forming of employee attitudes depends on his Cognitive processes in his enterprise environment. That is to say, the forming of employee attitudes is based on his assessment to environment to form the perceived fit according to his characters. Therefore, this study focuses on how to combine the local culture of China to implement effective management and create a suitable environment for employees, according to their characteristics. The purpose is to enhance the perceived fit in the enterprise and to prompt them to form a positive attitudes.This study reached two conclusions:(1)traditional and modern values of employees are two separate dimensions, and these two values have completely different effects on employees feelings and attitudes of employees;(2)the values of employees impact on their attitudes through different perceived fit by different influence paths. Based on these two conclusions, we analyses the specific effects on employee attitudes by employee values along different influence paths. We find that the interaction between job characteristics and employee values is easier to form perceived person-job fit, and then affect their attitudes. However, the interaction between organizational characteristics and employee values is easier to form person-organization fit and then affect their attitudes. In terms of the interaction between job characteristics and employee values, we find that traditional employees didn’t like job complexity very much and are unwilling to implement proactive control, while modern employees are not very ready to accept heavy-loaded work but in favor of job complexity and incline to exert proactive control. In terms of the interaction between organizational characteristics and employee values, we find that both traditional and modern employees are ready to accept-or at least not reject-the innovation-oriented and team-oriented organizational values, while with regard to performance-oriented organizational values, traditional and modern employees showed different inclinations, i.e. traditional employees were reluctant to accept this organizational values, but modern employees preferred it.This study includes the values of employee personal, environment, perceived fit and employee attitudes and so on. The main purpose is to examine how to create the right personal environment to improve the perceived fit and to maintain a positive attitudes, according to the values of employee. Our research level is on the individual level. On method, we use cross-sectional data. In content, we explore how the employee who owns different values responds to environmental characteristics and his tendency of different perceived fit. This study not only specifically analyses the effects of employee values on employee attitudes but also compares the strength of effects on attitudes by other various relative elements so as to determine the major elements that affect employee attitudes. Besides, taking into account the psychological processes of employees, we try to find out the influence paths between employee values and employee attitudes so that more feasible theoretical implications could be offered for implementing effective managerial practices.