The Study On The Impact Of Knowledge-workers' Perceived Organizational Support On Job Performance In Different Organizational Cultures

The concept of Perceived Organizational Support and Job Performance rapidly arouses academic circle's widespread interest as soon as it was put forward. The scholars did some research concerning the impact of Perceived Organizational Support on Job Performance, has obtained a series of valuable research results, and this has great significance for explaining the impact of Perceived Organizational Support on Job Performance. However, in the existing literature, the research about the impact of Perceived Organizational Support on Job Performance is limited to the general staff. Along with the arriving of the era of knowledge economy, standards of measuring the wealth of enterprise is changed into knowledge, knowledge becomes a source of competitive advantage, but the knowledge creation, sharing and use depend on the knowledge carrier - knowledge worker to realize. So, the knowledge workers become enterprise's core resources, researching knowledge worker have the important meaning to enterprise's sustainable growth.On the other hand, the existing literature only explained a general impact of Perceived Organizational Support on Job Performance, few to combine the three dimensions of performance explaining their concrete relevance. In addition, the staff accepting different values, mission as well as interpersonal communication under different cultural context will change the impact of Perceived Organizational Support on Job Performance.The purpose of this study is proposed for this difference, attempting to take the knowledge workers as the object of this study and researching the impact of Perceived Organizational Support on Job Performance, especially the impact of Perceived Organizational Support on its three dimensions under the different cultural context. Based on this, studying the impact of knowledge worker's Perceived Organizational Support on Job Performance in specific cultural context not only further enrich and develop the organizational support theory, but also provide a new perspective for researching Perceived Organizational Support on Job Performance. In practice, it will have important significance for transforming manager's idea, changing service awareness, constructing organizational culture and improving job performance.Knowledge worker is the new community appeared in the knowledge economy era. Compared with other types of employees, such workers have many different characteristics in the personal characteristics, psychological needs and behavior patterns. After the knowledge worker's concept proposed, different scholars from different perspectives defined knowledge worker and carried out a more detailed classification. There are many kinds of definition and classification as a result of the different point of view. This research has also definited and classified knowledge worker based on research needs and the existing literature, Thinking that knowledge workers not only have the knowledge and skills to create value, but also pursuit sustainable value-added of self-worth. Moreover, based on existing literature and combined with business reality, this study divide knowledge worker into the following three categories: (1) business managers: including senior managers, middle managers and basic managers; (2) professional and technical staff: including researchers; engineering and technical staff; functional staff; (3) professionals assistant with a depth of professional skills: such as accountants, auditors, consultants and so on.After definiting knowledge worker, then this study has carried on the literature review on the concept and measurement of performance. Just as the definition of knowledge workers, the concept and measurement of performance also exists arguments. The controversy of the concept focus on that performance is defined as the result or behavior. Scholars' understanding to performance transition from the result view to behavior view, and finally including result and behavior. This research also think that job performance is the results with organizational goals related that can be evaluated and behavior that appeared in the process of achieving outcome in a certain period of time.Then, the scholar studies the measurements of performance. The research on the structure of performance experiences from the one-dimensional to multidimensional. Most of which influence and use most is the two-dimensional model which contains task performance and contextual performance. Later, the researchers divide contextual performance into interpersonal promotion and job dedication. In view of the fact that this model has application's universality and the validity in the domestic and foreign, this research has also used this model.For performance, Perceived Organizational Support is an independent variable. Perceived Organizational Support theory which based on Social Exchange Theory suggests that, when employees perceived the organization's concern, appreciation and recognition, they tend to give organizations more positive feedback. That is Perceived Organizational Support.Later, some scholars found that Perceived Organizational Support contributes to organizational behavior, and is positively correlated with job performance. Other scholars further conducted a study on the production and sales staff, and the same conclusion is establishment. This shows that there exists remarkable impact of Perceived Organizational Support on Job Performance.However, the related scholar through meta-analysis found that Perceived Organizational Support has three main influencing factors: treatment and working conditions, superior support and procedural fairness. But these three factors are subject to the impact of organizational culture. In addition, the staff accepting different values, mission as well as interpersonal communication under different cultural context will change the impact of Perceived Organizational Support on Job Performance.Therefore, this article proposed this research's supposition, namely the impact of Perceived Organizational Support on Job Performance and its three dimensions is different in the different organizational culture. Then, this study choose the classic scale which use. Organizational culture scale uses"China's corporate culture type assessment scale"which was revised to adapt to Chinese enterprises based on Quinn & Cameron' OCAI scale; Perceived Organizational Support scale uses Eisenberger' Perceived Organizational Support scale questionnaire which has 8 entries; job performance scale uses three-dimensional scale that consists of task performance, interpersonal promotion and job dedication which is widely used. Based on this, this research has established the investigation and study questionnaire which uses. And then this study takes High-tech enterprise's knowledge worker in Changchun as the object of study. This study using the questionnaire issued 300 questionnaires in the telecommunication, finance, IT and other high-tech companies, and 252 questionnaires were recovered. Removing 36 questionnaires which were of poor quality, there altogether obtains 216 effective questionnaires, and questionnaire effectiveness is 85.7%. Scale's reliability and validity test shows that the scale used in this study has good reliability and validity, therefore, it suits to further analysis.Then, this research has carried on the statistical analysis using the description statistical analysis to the sample data; Then analysis the correlation between Perceived Organizational Support and Job Performance as well as its three dimensions using correlation analysis; Then analysis the impact of Perceived Organizational Support on Job Performance and its three dimensions in the different organizational culture using regression analysis. Data analysis results show that, there exists remarkable impact of Perceived Organizational Support on Job Performance and its three dimensions in the team organizational culture; Perceived Organizational Support does not have obvious impact on interpersonal promotion in dynamic organizational culture; Perceived Organizational Support does not have obvious impact on job dedication in market-oriented organizational culture; Perceived Organizational Support only have remarkable impact on task performance in the level organizational culture. It can be concluded that team organizational culture is the pursuit of corporate' sustainable development for high-tech enterprises; Enterprises should improve the vitality of dynamic organizational culture and market-oriented organizational culture; Enterprises should improve the level organizational culture. This conclusion has great theoretical and practical significance for constructing organizational culture, improving performance as well as long-term development of enterprises for high-tech enterprises.