The Study Of The Relationship Between Labor Relations Climate And Employee’s Performance

Labor relations climate is an important indicator of the extent of harmonious laborrelations in enterprises. Some scholars suggest that the harmonious labor relationsclimate have a positive impact on performance. In practice we found that betweenlabor relations climate and employee performance, there are other factors that play aregulatory role. Such as employability, the ability to maintain existing jobs and get theideal job; affective commitment,individual identity and emotional involvement in oneorganization. If it wants to maintain core competencies,a company should strive toimprove labor relations climate, and according to the different characteristics ofdifferent employees, take appropriate management strategies so that employees canwork in harmony and harmonious atmosphere, so as to continuously improveperformance for enterprise and contribute to the stability and development.We build a theoretical model to explain how labor relations climate affectemployee job performance, introduce employability and affective commitment asmoderating variables, and emphasis on the regulatory role of employability andaffective commitment to. Accordingly,we build the model and research assumptions.Then, we collect large amounts of data through questionnaires and deal with data withspss20.0. Through empirical research, we reached the results as follows:In the first place,labor relations climate is significantly associated with employeeperformance. Labour win-win climate and employees participation climate arepositiveiy correlated with performance.Confrontation climate and job performance arenegatively correlated.Secondly, employability plays a regulating role between labor relations climateand employee performance. To employees with high employability, win-win climate,confrontation climate and employees participation climate have stronger impact onperformance; while to employees with lower employability, win-win climate,confrontation climate and employees participation climate have weaker effect on performance. The reason is that employees with high employability hvae moreopportunities in the labor market and are more sensitive to labor relationsclimate.They express more willingness to participate in the decision-making.Therefore, win-win climate and employees participation climate will have a greaterincentive effect,while confrontation climate will bring a greater degree ofperformance decline. For low employability employees, due to capacity constraints oftheir employability and organizational rules, win-win climate,the impact of employeesparticipation climate and confrontation climate on performance is weaker.Thirdly, affective commitment plays moderating role on the relationship betweenwin-win climate, confrontation climate and performance. Specifically, to employeeswith high affective commitment, win-win climate have stronger impact onperformance and confrontation climate have weaker effect on performance.However,affective commitment can not plays moderating role on the relationship betweenthe two variables.As we cant see,the reason may be that labor relations climate candirectly lead to employees for work meaning and value judgments,and suchjudgments come from the employees perception of the organization system of.It is notdirectly related to affective commitment.The innovation of this paper is that based on the previous studies，we introduceemployability and affective commitment as moderating variables, to explain theimpact of labor relations climate on job performance. This conclusion improvestheoretical model of labor relations climate and performance, and has practicalsignificance for the labor relations management.