A Study On The Relationship Between Leader-member Exchangement And The Job Embeddedness Of Knowledged Workers In High-tech Enterprises,and The Mediating Effect Of Perceived Orgeanizational Support

Since the third revolution of science and technology in the middle of the twentieth century, many countries began to develop science and technology as the productivity of enterprises. And it is considered that the development of high-tech enterprises is one of the standard, which measure a country’s economic strength. High-tech enterprises play a more and more important role in the national economic strategy. Simply, high-tech enterprise is the one with high and new technology into productivity, based on the knowledge production enterprises. The particularity of means of production determines the core competitiveness of the enterprise is the value created by knowledge enterprise human resources, which in essence is the high-tech enterprises having strong dependence on human resources. Therefore, the high-tech enterprises worldwide for the intellectual talent are also very fierce. Many foreign capital and multi-national corporation are involved in the battle for the knowledge type talents of our country, not only attracted many high-tech talent to work overseas, and the talent of domestic higher education mass were also attracted into foreign capital enterprise."White paper" in2013Chinese compensation released data showing China’s high-tech enterprises turnover rate reached15.3%. This shows that, at present the domestic high-tech enterprises of knowledge type employee turnover rate is more serious.The concept of job embeddedness is still new at the beginning of twentieth Century in studing the turnover, but has been a predictive variable better than the traditional attitude for employee turnover. At present domestic scholars about the antecedents of job embeddedness influencing factors empirical study is still few. The job embeddedness has two intermediate dimensions of work and community.In this study, we chooses on the job embeddedness dimensions. Between leaders and subordinates exchange relationship quality is one of the important factors affecting employee job embeddedness. In this paper, through the construction the model of leader-member exchange, percieved organizational support and on the job embeddedness, aims to explore the leadership mechanism, and provides guidance to the human resources management of knowledge workers in high-tech enterprises.This mechanism consists of three parts:(1) the four dimensions of the leader-member exchange directly affects the three dimensions of on the job embeddedness;(2) the four dimensions of the leader-member exchange directly affects perceived organizational support;(3) perceived organizational support mediates the relationship between on the job embeddedness and leader-members exchage.In this paper, we collected data through questionnairing to the high-tech enterprise knowledged worker in various provinces and cities, and the investigation data were statistically analyzed, and finally get the following conclusions:(1) emotion, loyalty, contribution, professional respect have positive effects on organizational link, emotion, loyalty, professional respect have positive effects on organization fit and sacrifice;(2) emotion, loyalty, contribution, professional respect have positive effects on perceived organizational support;(3) perceived organizational support is part of intermediary between on the job embeddedness and leader-members exchange.The main innovations of this paper are as follows:(1) the research objects are the knowledged workers of high-tech enterprises of our contry. It is the localization research in China based on culture background;(2) build a relationship model of leader-member exchange, perceived organizational support and on the job embeddednessFinally, we puts forward the deficiencies and the prospects for future research.