The Relationship Between Employees' Job Satisfaction And Job Performance Based On The Psychological Contract

Following the development of market-economy, real estate industry has been regarded as the backbone of pulling the development of national economy. However, a number of severe challenges have come in front real estate industry, such as, unpredicted development prospects for the whole industry, dramatically affected by macro-economy and side-image of the whole developers. First of all, the problem that the shortages of talents, which due to the persons with ability's flow are very frequent, has to emphasize in the first point.In the 21^st century, the core point of competition is the ability to keep experienced employees. To retain talents, especially the core talents, is essential for the company to survive and thrive in future competitive arena. The sense of belonging should be the essential part of employee's cultivation, which is also the key point to attract and retain talents. As the psychological ligament connecting the staff and their organizations, "psychological contract" is the critical factor that has important impact on staff's job satisfaction and performance. On the base of the former researches, this essay will do deep research, aiming at detailing the context of psychological contract, display the potential affect factors on job performance, and establish the model about the relationship among psychological contract, job satisfaction and job performance. This essay did the empirical research on the connection among psychological contract, job satisfaction and job performance, taking real estate sales in Xi'an as object description, in order to offer some valuable references for real estate firms to follow.The results indicate that:(1) Psychological contract can be measured from three aspects, which are standardized responsibilities, the ability of improvement and organizing teamwork. Job satisfaction can be judged by internal and external aspect. The measurements for job performance are assignment performance and relevant performance.(2) There are no dominant effects of gender and official level on psychological contract, job satisfaction and job performance. Contrary, age and length of service are shown visible effects. Although no obvious effect on psychological contract, different educational backgrounds definitely impact the degree of job satisfaction and job performance.(3) The satisfaction of sales about psychological contract positively impacts the internal and external job satisfaction. The impaction on internal satisfaction is much higher than that on external satisfaction.(4) The same positive affect are shown on assignment performance and relevant performance. The relevant performance is much more sensitive to psychological contract comparing with the assignment performance.(5) The assignment performance connects the external performance and internal performance. The power on assignment performance by external performance is much lower than that on internal performance by internal performance.(6) The positive changing trend of relevant performance can be caused by both internal and external job satisfaction. The internal job satisfaction is more powerful effect on relevant performance than the external job satisfaction.