Management On Psychological Contract Of Knowledge Workers In Organizational Change

In the knowledge economy time, technology ever-changing, most organizations are confronted with pressures and challenges at home and abroad. Spontaneously, reforming turned to be indispensible. If organizational reform is successful, it could enable enterprises to enhance adaptive capacity, reduce costs, improve their efficiency and effectiveness, and enhance core competitiveness. Knowledge-based talents are the key of organization's core competitiveness. Along with the frequent occurrence of organizational reform,employment relationship makes dramatic changes, during which psychological contract is the core factor response to the change process. Therefore, this paper had the idea of studying knowledge employees'the psychological contract in organizational reform background.In the organizational reform background, this paper study psychological contract content of knowledge employees by the scientific methods, questionnaire,combining with literature research and case studies. Moreover, The paper structure psychological contract, promote enthusiasm and improve the relationship between organization and knowledge employees, making them participate in the reform in order to successful changing.This paper is composed of six chapters. In the part of introduction section, describes the background, significance and research methodologies of knowledge employees'the psychological contract, and has a brief introduction of the problem to be solved. Based on the literature research in chapter II, summarizes the theoretical basis of psychological contract research and development process, summed up chinese and foreign scholars opinions of psychological contract research in order to pave the way for subsequent research. The third parts analyzes organizational reform processes on the psychological impact of knowledge employees and psychological contract factors. The fourth part discussed contents and latitude of the psychological contract by the questionnaire. The fifth parts analyze management characteristics of psychological contract and highlight to focus essentially on the psychological state of knowledge employees in a specific period of time, so as to improve work performance and better promote changing. In Part VI analyzes the cases of Lenovo's successful reform, in order to pave the way for subsequent countermeasures. Finally, the paper concludes countermeasures and suggestions of psychological contract between knowledge employees and organizations in the context of organizational reform.