With the in-depth study of employee psychological contract, many researchers and enterprises have found that there is a close relationship between them. Corporate organizational culture and employees' psychological contract are derived from individual values, which not only affects employees' attitudes and behaviors, but also penetrates into all aspects of the enterprise. The combination and matching of employees' psychological contract and enterprise organizational culture can not only promote the good construction and maintenance of enterprise culture, but also stabilize employees' psychological contract and increase employees' loyalty and organizational commitment to the organization.

Keywords enterprise organizational culture psychological contract

2 1 century is an era of fierce competition. Due to various factors such as global integration, the competition among enterprises is no longer the competition of products, service quality and management methods, but more the competition of enterprise organizational culture. An enduring enterprise must have advanced ideas and unique corporate culture.

Now many enterprises are facing a series of serious problems, such as high turnover rate, low organizational commitment, high job burnout and so on. In recent years, psychological contract has gradually become the focus of attention of enterprises. A good psychological contract for employees helps to improve employees' loyalty and sense of belonging to the enterprise, improve the cohesion of the enterprise, improve work efficiency, enable the enterprise to better manage human resources and save human capital.

First, an overview of corporate organizational culture

1. The connotation of enterprise organizational culture. Corporate organizational culture has rich connotations. The definition of corporate organizational culture is that different people have different opinions, which is mainly manifested in the following aspects: organizational culture is a value concept that organizations believe in and put into practice. Specifically, it is an organization of all its members, which cultivates and forms the highest goals, value standards, basic beliefs and codes of conduct that * * * abides by in the long-term process of entrepreneurship and development. [1] Schein's definition of organizational culture: a set of basic assumptions obtained by a group in the process of constantly solving problems when adapting to the external environment and internal integration, and recognized by all members. Finally, this assumption becomes deeply rooted and permeates the subconscious of employees, and then every new employee will be subtly influenced by it.

Corporate culture is gradually formed by enterprises and employees in long-term business practice under certain historical conditions, and it is the sum total of the same thoughts, values, business philosophy, group consciousness, modes of action and behavioral norms as the enterprise personality; It is a systematic concept with enterprise concept as the leading factor, enterprise values as the core, enterprise spirit as the soul, enterprise ethics as the criterion, enterprise environment as the guarantee, enterprise image as the focus and enterprise innovation as the driving force.

To sum up, this paper holds that enterprise organizational culture refers to the sum of values, operating principles, operating styles, entrepreneurial spirit, ethics and development goals gradually formed by all employees in enterprise management practice.

2. The composition and main characteristics of enterprise organizational culture.

2. 1 Composition of corporate organizational culture. Enterprise organizational culture is the product of the integration of social culture and enterprise management practice in a certain environment. The system has three levels, namely, core layer, middle layer and external layer.

The core layer refers to the spiritual culture of the enterprise. Enterprise spirit is the core of enterprise culture, and it is the consistent internal attitude, values and ideological realm of all members of the enterprise. It is the most important part of corporate culture, which is very stable after its formation, the most stable and influential in corporate culture.

The middle layer is the behavior culture of the enterprise. Behavior culture refers to the behavior pattern of enterprise members and the activity culture produced in work, study and entertainment.

The outer layer is the material culture of the enterprise. Enterprise material culture is a tool culture composed of achievements created by enterprise members and various material facilities. It is a superficial organizational culture with material form as the research object, and it is a dominant part of the cultural level.

2.2 Characteristics of corporate organizational culture. Corporate culture is a subsystem of culture. It has both cultural characteristics and its own unique characteristics. Its basic characteristics are: first, systematic. Corporate culture has many subsystems. It is not only composed of three hierarchical systems, but also the culture of each subsystem will affect other subsystems. No matter the production, sales, operation and management of an enterprise, or the people, finances and materials of the enterprise, every link is influenced by the corporate culture. Second, stability. Corporate culture is relatively stable in a certain time and space. After forming a culture with its own characteristics, enterprises will exist stably and will not disappear easily, and will not undergo great changes because of changes in enterprise system, business plan, management system and products under a new leader.

Third, cohesion. The existence of corporate culture must be recognized by all members, so corporate culture has the characteristics of the consciousness of all employees. It is the common goal, values, ideas, norms, behavior patterns and norms of the whole enterprise employees. These factors can make the employees of the enterprise have great centripetal force.

Second, the psychological contract overview

1. The concept of psychological contract. Chris Argyis was the first to study the psychological contract in the organization. He called the implicit and informal understanding and tacit understanding between workers and foremen in the organization "psychological work contract". Levinson thinks that psychological contract is an unwritten contract. Schein believes that psychological contract is a hidden exchange model between employers and employees; Kurt believes that psychological contract is an implicit contract between individuals and organizations.

In 1980s, scholars began to further study the concept of psychological contract. There are mainly the following aspects: Rousseau believes that psychological contract is an individual's understanding and belief in the mutual obligations of employers and employees.

Robinson, Kraatz and Rousseau further pointed out that this belief refers to employees' understanding and perception of the commitment between explicit and internal employee contributions (hard work and loyalty, etc.). ) and organizational incentives (remuneration, promotion and job security, etc.). ).

Morrison and Robinson clarified this concept, pointing out that psychological contract is usually defined as a series of beliefs of employees about their mutual obligations with the organization.

To sum up, the psychological contract mentioned in this paper refers to employees' subjective perception of various forms of commitment based on their understanding of corporate policies, practices and culture.

2. The characteristics of psychological contract. First of all, psychological contract is subjective. The content of psychological contract is the subjective feeling of individual employees about their obligations and rewards, not the fact itself. Each individual has a unique subjective experience, which may be inconsistent with the content of the employment contract or with others.

Secondly, psychological contract is dynamic. The subjectivity of psychological contract determines its instability and variability. Formal employment contracts are generally stable and rarely change. However, the psychological contract is in a state of constant change and revision, and the changes of any related organization, whether physical or social, will have an impact on the psychological contract.

Finally, the two-way and dominant enterprises and employees in the psychological contract are completely equal. Therefore, enterprises and employees should pay more attention to two-way communication, and try to understand and meet each other's expectations while putting forward their expectations and requirements.

Third, the relationship between psychological contract and corporate organizational culture

1. The influence of enterprise organizational culture on psychological contract.

1. 1 Corporate organizational culture plays a guiding role in employees' psychological contract. The construction of employees' psychological contract is influenced by enterprise organizational culture. The core of enterprise organizational culture is enterprise spiritual culture. The values, goals, missions and norms of an enterprise will all affect the formation of employees' psychological contract, and different types of corporate culture will produce corresponding employees' psychological contract.

1.2 enterprise organizational culture is the stabilizer of employees' psychological contract. One of the characteristics of psychological contract is dynamic, in other words, unstable. Psychological contract is not like the substantive promises and contracts we usually see, such as legal contracts and labor contracts, and cannot be easily changed.

Because psychological contract is employees' subjective perception of commitment, it will change with the changes of employees' own values, outlook on life and their environment. However, a good organizational culture will affect employees' ideas, make employees' ideas consistent with the enterprise, make employees' goals consistent with their actions, enhance employees' subjective well-being and the cohesion of the whole team. Under such circumstances, it can also consolidate employees' psychological contract.

2. The influence of employees' psychological contract on enterprise organizational culture.

2. 1 employees' psychological contract is the foundation of corporate culture. Both employees' psychological contract and corporate culture are derived from personal values, so they have the same characteristics: recessive, dynamic, subjective and permeable. Although they have various forms of expression, they deeply affect the system of enterprises and the behavior of employees; The culture of successful enterprises is positive. Psychological contract is the driving force to promote the integration of personal values and corporate values.

2.2 employee psychological contract is the lubricant of enterprise conflict. In many enterprises, employees are derailed from corporate culture. These employees don't understand the spiritual culture and ideas of the enterprise, and their personal goals always conflict with the organizational goals. Job satisfaction is not high (continued on page 185), and there is no subjective happiness. Constructing a good employee psychological contract can well integrate individual ideas, pursuits, enterprise goals, missions and spirits, and form a strong cohesion, thus reducing conflicts between employees and enterprises, reducing internal friction and further promoting the good development of enterprises.

Fourth, build a good psychological contract for employees.

1. Pass the correct information in the recruitment process. Corporate culture is built by the founder and all employees, and the construction of a good corporate culture and psychological contract is inseparable from employees. Recruitment is an important way for enterprises to attract talents and integrate human resources. Therefore, in the recruitment process, enterprises should make clear the core values, business philosophy, system norms, enterprise spirit and enterprise ethics, so that candidates can fully understand the enterprise. At the same time, when selecting talents, it is necessary to know whether the values and attitudes of candidates match the corporate culture. The coincidence of personal values and organizational values can make employees better integrate into corporate culture, improve job satisfaction and organizational commitment, and thus help to establish a psychological contract.

2. Socialization training of employees. Although the organization has done a very good job in selecting and employing people, it is impossible for new employees to understand the requirements of the organization and fully adapt to the culture of the organization. If a person wants to adapt to society well, he must be socialized and learn social norms. Similarly, if new employees want to adapt to an organization, they must also socialize the enterprise and understand its culture, core values and behavior norms. Therefore, organizations should be the main body of enterprise socialization. Providing some training for employees can enhance their understanding of the organization, adjust their unrealistic fantasies and expectations of the organization in time, and make them integrate into the organization more quickly. Socialization is an important process to absorb corporate culture and help newcomers adapt to company rules and regulations such as colleagues and work procedures.

3. Implement scientific career management. If an enterprise wants to retain its employees, it must fully understand their needs. Implementing scientific career management in enterprises is the best way to meet the needs of employees. Enterprises should create a development platform for employees, so that employees can feel that they have room for development and promotion, can fully display their advantages, give play to their potential, have expectations in their hearts, and have a good vision for their career. Only in this way can employees connect the development of the enterprise with their own development, realize that their destiny is closely linked with the enterprise, and feel that they are the masters of their own affairs, so as to better assume their responsibilities and obligations.

4. Pay attention to continuous and effective communication and strengthen the dynamic management of psychological contract. Because psychological contract is subjective and implicit, it will be in a dynamic state with the change of environment. Any change related to the organization will affect the psychological contract of employees. When the organization changes, it should actively communicate with employees and pass on relevant information to make it clear. If the organization violates the psychological contract, it should be explained and adjusted in time to safeguard the interests of both parties and reach an agreement.

5. Build a people-oriented corporate culture. Positive and healthy corporate culture has great power, which can create an upward, vigorous, high-spirited, enterprising and harmonious atmosphere within the enterprise, provide spiritual support for all employees, and make the whole enterprise form great centripetal force and cohesion, which is indestructible. People-oriented corporate culture is based on full respect for employees, giving full play to people's subjective initiative and enthusiasm, tapping people's potential, and realizing people's full play, thus improving employees' work enthusiasm and encouraging employees to keep their promises.

;