The Empirical Study Of The Relationship Between Incentives, Psychology Contract And Enterprise Staff Tacit Knowledge Sharing

Psychological contract and tacit knowledge sharing are research hotspots in the field of knowledge management in recent years, knowledge has become the important factor affecting the competitiveness of enterprises, so it is necessary for enterprises to achieve effective management of internal knowledge in order to obtain a rapid and healthy development, and the tacit knowledge sharing of employees is a necessary part of knowledge management. Different from explicit knowledge, tacit knowledge sharing is more difficult, therefore, achieve employees’tacit knowledge sharing efficiently is the problem that enterprises need to solve.In this paper, based on the analysis of concepts, theories, and present status at home and abroad of psychological contract and tacit knowledge sharing, we found that the psychological contract has an important impact on employees’tacit knowledge sharing willingness and behavior, and the enterprise’s incentive oriented factors on employees also work. This article added the incentive-oriented on the basis of investigating psychological contract and tacit knowledge sharing, and built a theoretical model, then proposed research assumptions.On the basis of theoretical research, through variable definitions, scale design, w selected knowledge workers with higher education and higher demand as research subject, conducted a survey of 200 employees in more than 30 companies, and then using SPSS 17.0 software analyzed the data. By descriptive statistical analysis, reliability analysis, validity analysis and correlation analysis, using multiple regression methods verify the mentioned assumptions, concluded as follows:(1) The role of different dimensions of psychological contract on employees tacit knowledge sharing is different. Which team members’contract has a significant positive impact on tacit knowledge sharing of employees, there is no obvious correlation between employees’tacit knowledge sharing and transactional contract, and relational contract has a reverse role on employees’tacit knowledge sharing.(2) The role of different types of motivation on different dimensions of psychological contract is different. Which material motivation affects employees’ transactional contract most, which regression coefficient reached 0.602.(3) The role of different types of motivation on tacit knowledge sharing of employees is different. Which material motivation and emotional motivation has a positive impact on employees’ tacit knowledge sharing, and the impact of material motivation is greater than emotional motivation, however, the impact of mental motivation on employees’ tacit knowledge sharing is not obvious.(4) The psychological contract is a partial mediator between the motivation and employees’ tacit knowledge sharing, and different dimensions of psychological contract have different degrees of intermediary role.