I. Introduction
In today's increasingly competitive knowledge economy era, science and technology are developing rapidly, and technology has become an important factor to determine whether a country or enterprise is competitive, and technological innovation and progress are completed by people. Therefore, the contest of technology is ultimately a contest of talents. "Talent" refers to "knowledge workers" more often, and the pillar of enterprise building construction is composed of knowledge workers. Knowledge workers, as talents with scientific and technological knowledge, are increasingly becoming the target of enterprise competition. Therefore, how to improve the loyalty of knowledge workers to enterprises is becoming more and more important. After China's entry into WTO, the economic development and globalization require enterprises to grow and develop continuously, and the focus of competition between enterprise economic management lies in the knowledge workers in the complex of knowledge, information and technology. The most important thing for enterprises to enhance their core competitiveness is the management of knowledge workers. At present, it is not easy to manage knowledge workers well, which poses a great challenge to the traditional human resource management in China. Therefore, no matter from the perspective of theory or practice, I think the research on enhancing the loyalty of knowledge workers is of great practical significance.
Second, the concept and characteristics of knowledge workers
1. The concept of knowledge workers
The concept of "knowledge worker" was first put forward by American scholar peter drucker, specifically referring to "people who master and use symbols and concepts and work with knowledge or information." At that time, it mainly refers to a manager or executive manager. But today, the concept of knowledge workers has covered most white-collar workers.
2. Characteristics and behavioral qualities of knowledge workers
(1) Professional ethics quality
(2) the quality of interpersonal communication
(3) Professional and technical quality
(4) Basic management quality
(5) Physical quality
(6) Thinking quality
Third, the status of employee loyalty and the reasons for the loss
(A) the lack of knowledge workers in enterprises
1. High flow rate
In recent years, the mobility of knowledge workers has intensified and job-hopping has been frequent, which is a * * * problem in Asia as a whole and the main manifestation of the decline of knowledge workers' loyalty. According to the Economist Group's research on enterprises in some Asian countries and regions, at present, the turnover rate of knowledge workers in Xingang and Chinese mainland enterprises is about 20% per year, while that in exceeds 12%. Generally speaking, it has been greatly improved compared with 10 years ago.
2. Low morale
Low morale is mainly manifested in poor sense of responsibility and low enthusiasm. Loyalty goes both ways. Knowledge workers should be loyal to enterprises, safeguard their interests and serve them. At the same time, enterprises should give corresponding rewards to the efforts of knowledge workers, that is to say, enterprises should also be loyal to knowledge workers. The mutual loyalty between knowledge workers and enterprises is based on fair trade.
betray the pot to the roses
This is a typical manifestation of the declining loyalty of knowledge workers. Knowledge workers have mastered the core technology of the enterprise and a lot of customer information, and are familiar with the operation process and management structure of the whole enterprise. The performance of knowledge workers' declining loyalty to enterprises,
(2). Reasons for the decline of knowledge workers' loyalty
From the traditional point of view, the decline of knowledge workers' loyalty can be attributed to three reasons: low salary, poor management, low morale of knowledge workers and defective recruitment system. The management consultant of Hewitt Company in the United States believes that the reason for the low loyalty of knowledge workers at present is: "The popular enterprise restructuring and the large-scale dismissal of knowledge workers have led enterprises to pay too much attention to labor productivity and regard people as additional written documents. This situation has destroyed the relationship between enterprises and long-term knowledge-based employees, and the loyalty of knowledge-based employees has decreased, and the employment relationship has changed since then. " According to the actual situation in our country, I think the reasons for the decline of knowledge workers' loyalty are as follows:
1, lack of integrity
The lack of good faith can be divided into the lack of explicit commitment and the imbalance of implicit commitment The lack of clear commitment means that enterprises pay more attention to commitment than cash. As we know, keeping promises and keeping promises have always been regarded as the standard by merchants, which is the law. Reputation is the life of an enterprise, but there are very few enterprises that really do this in reality. In our survey, more than half of employees have distrust of the enterprise because the various conditions promised by the enterprise have not been fulfilled, and then they are disappointed with the enterprise and leave the enterprise. This is also one of the reasons for low employee loyalty. In addition, the implicit commitment imbalance is a psychological contract. "Psychological contract" was formally put forward by the famous American management psychologist E.H.Schein. In his view, psychological contract is "a kind of cooperation between personal dedication and organizational desire, and the organization's expectation of personal gain."
2, the system level
This mainly refers to the personnel flow system in social and economic life.
There are two aspects:
First, the legal system is not perfect. The legislative spirit of China's Labor Law is different from that of western developed countries, and the protection of workers' rights and interests is the first priority. Although this reflects the characteristics of workers being masters of their own affairs, it also shows the lack of restraint on workers' behavior in this regulation. For example, the provisions for workers to disclose enterprise secrets, occupy enterprise property and unilaterally terminate labor contracts are not detailed enough, and the punishment methods are not clear enough.
Second, the talent flow system. China gradually relaxed the restrictions on the flow of talents, and talents began to be market-oriented. A large number of talent markets and talent intermediaries have emerged in the society, which provides important objective conditions for the flow of knowledge-based employees, enabling capable knowledge-based employees to find new jobs quickly and easily after leaving their jobs, thus making job-hopping face lower employment risks. Loyalty is two-way, and employees are always loyal to those enterprises that are loyal to themselves. In the psychological contract between employees and enterprises, there is a fair premise first, that is, enterprises should try their best to make employees feel a sense of belonging, realize that they are members of the enterprise, and make employees feel that "we are all members of the same body."
3. Internal environment
The main internal environment is poor management.
First, the recruitment system is unreasonable. Enterprises fail to combine the recruitment position, working environment, personal development space with the personality requirements of knowledge workers, which leads to the inadaptability of new employees and improper recruitment. Proper recruitment is the premise to ensure that knowledge workers can coexist with enterprises.
Lack of trust, respect and concern for employees is the root cause of the decline in employee loyalty. "Sell first, deal first" is an eternal truth, and any "one-way loyalty" does not exist.
Second, imperfect management and lack of centripetal force. Some enterprises have unscientific and irregular management, and have not established a lasting and long-term incentive mechanism. Corporate culture construction lacks centripetal force, knowledge workers can't see a bright future, and their loyalty declines.
Third, the salary design is unreasonable and it is difficult to reflect fairness. Enterprises always want to hire the best employees at the least cost, but this possibility is not high in the increasingly perfect talent market. Knowledge workers with high academic qualifications and high skills are not particularly afraid of being looked down upon by others because of their self-confidence, and the requirements for quality of life will raise the standard of physiological needs. Therefore, when they find that their prices are lower than those of employees in other enterprises, they are more likely to jump ship, because they are skilled and have no worries about finding a job. According to Maslow's hierarchy of needs theory, when people's lower levels are satisfied, they will inevitably pursue higher levels of needs, and self-realization is still the highest level of needs. Organizations should provide a platform for knowledge workers to realize themselves and help them realize themselves. The rising turnover rate in many organizations is closely related to employees' failure to realize themselves.
Fourthly, how to improve the loyalty of knowledge workers?
(1). Actively shaping corporate culture
From the long-term development of enterprises, if the loyal object wants to maintain long-term stability, then corporate culture is the best object, because corporate culture is the most stable and lasting.
1. Establish the concept of honesty.
It is very important to provide an "honest" environment for employees to improve their loyalty. Loyalty is different from legal obligation, and it is more out of inner emotional needs. This requires us to set reasonable goals and seek truth from facts when building corporate culture. Only when employees feel that the concept of corporate culture is feasible and meets their inner needs will they agree with and practice it. At the same time, enterprises should be open to employees, so that employees can know more about the situation of enterprises, understand the development goals and prospects of enterprises, and participate in the management activities of enterprises, thus strengthening employees' recognition of enterprises.
2. Enhance * * * economic awareness.
Knowledge-based employees have high knowledge level, strong innovation ability, critical thinking ability and adaptability, strong self-esteem, and hope to be respected and understood by others. Therefore, leaders should put down their official airs, communicate seamlessly with knowledge workers, understand the real needs of knowledge workers, and enhance their sense of ownership. In addition, enterprises should create a harmonious corporate culture atmosphere and working environment, emphasize "understanding, caring and caring for people", shorten the psychological distance between knowledge workers and enterprise managers, and let knowledge workers and enterprises share weal and woe. Enterprise human capital management must establish the values of "people-oriented" and "people are above everything else", regard knowledge-based employees as the most important assets of the enterprise, respect their personality and talents, encourage knowledge-based employees to participate in decision-making, and make employees feel a sense of belonging to the enterprise psychologically. Through the shaping of corporate culture and the establishment of the same interest, the loyalty of employees is further encouraged; The establishment of employee stock ownership, technology shares and other * * * benefits * * * risks * * * operating mechanism and reward mechanism. By improving the correlation between employees and enterprises, the loyalty of employees can be improved.
(2). Strengthen and improve the management system
1. Establish an efficient leadership team.
The loyalty of knowledge workers to enterprises is greatly influenced by the ability of enterprise leadership team. An efficient leadership team can fully display the management level and development prospect of the enterprise and fully embody the charm of the working atmosphere of the enterprise. Enterprises should also strengthen the loyalty management of leading teams. A highly loyal leadership team will give subordinates a sense of security and responsibility, thus infecting knowledge workers and enhancing their loyalty. Enterprises should pay attention to selecting capable knowledge workers from knowledge workers to enter the management team, further enhance the combat effectiveness of the leadership team and better unite knowledge workers. First of all, in order to give full play to the enthusiasm of knowledge workers, enterprises should establish an open, fair and just competition mechanism to provide them with free space to give full play to their personal requirements; Secondly, by linking the interests of knowledge workers with the organization, they will be more loyal to the organization. Thirdly, through learning from each other's strengths and complementing each other's strengths, we can form stronger creativity and realize the mutual integration of our own value and enterprise value, that is, we can seek cooperation in competition, promote team spirit while advocating personalized development, and enhance the cohesion and centripetal force of enterprises.
2. Establish a fair and reasonable salary system.
A reasonable salary system is not only a prerequisite for attracting and retaining first-class knowledge workers, but also an important basis for the continuous appreciation of human capital. In view of this, enterprises should implement a comprehensive compensation strategy. The so-called "total compensation strategy" means that the company divides the compensation paid to employees into "external" and "internal", and the combination of the two is "total compensation". "External compensation" mainly refers to the quantifiable commodity value provided for employees. For example, short-term incentive pay such as basic salary and bonus, long-term incentive pay such as stock options, stock options, purchase of company shares and share awards, monetary benefits such as pension and medical insurance, and other monetary expenses paid by the company, such as housing subsidies, club membership cards, company car allocation, etc. "Intrinsic compensation" refers to the value of various remuneration provided to employees, which cannot be expressed in quantitative monetary form. For example, job satisfaction, various convenient tools (such as computers) provided to complete the work, training opportunities, opportunities to improve personal reputation (such as working for a famous big company), attractive company culture, good interpersonal relationships, cooperative working environment, and the company's recognition and gratitude to individuals. External compensation and internal compensation have different incentive functions, which are interrelated and complement each other to form a complete compensation system. Practice has proved that knowledge workers' expectations and requirements for enterprises are all-round, with both material needs and high spiritual needs. Therefore, the implementation of "total compensation strategy" is an effective model to improve the loyalty of knowledge workers.
3. Improve the training development mechanism
Under the condition of knowledge economy, knowledge update is accelerated, the demand for knowledge workers to learn knowledge and master new technologies is more urgent, and the demand for education and training in enterprises is stronger, which is not attractive to the current work. Therefore, training can provide employees with opportunities for self-development. Enterprises should increase investment in the training and development of knowledge workers, provide them with learning opportunities to receive education and constantly improve their skills, and enable employees to have the ability of lifelong employment. Let employees feel that there will be good development prospects in the enterprise, then, in this good atmosphere, knowledge-based employees will be loyal to this enterprise. Then we should help employees realize themselves and set challenging jobs. Enthusiastic knowledge workers are keen to meet challenges. Third, re-educate employees, promote them internally and redesign their jobs. We should abandon the view that the investment in employee training and development is only regarded as a cost, and regard it as an investment to improve the quality and loyalty of knowledge-based employees. According to the level of employees and the actual situation of enterprises, we should scientifically design training contents and methods so that knowledge-based employees can constantly update their knowledge.
(3). Establishing psychological contract with knowledge workers.
How to make knowledge workers have higher loyalty to enterprises? Charles. Handy put forward in the article Dependence and Virtual Enterprise: "When employees only work in the enterprise and don't live here, why should they dedicate their time, life and sweat to the enterprise?" "If workers just want to get paid, there is no reason why they should not quit their jobs to get a higher salary." How to make talents willing to be useful to the organization? How to make employees change from just working in the enterprise to living in the enterprise, willing to shed sweat, passion and all wisdom for the enterprise? The use of talents, just a paper contract, will appear so fragile and pale. Nowadays, talents are pursuing a kind of "value * * *, vision * * *, career * * *, development * * *, and benefit * * * *. Nowadays, enterprises must cultivate employees' loyalty. Enterprise is just a stage built by employees. Everyone on the stage is a strategic partner with value as the link. It is necessary to create an enterprise environment in which employees and enterprises trust, love, respect, unite and cooperate with each other. The ultimate goal is to make the emotional bond between the organization and its members become the wealth of the organization and form a strong attraction and pride between the organization and its members. Therefore, the contract between enterprises and employees should not only have paper contracts, but also develop psychological contracts, emotional contracts and value contracts. The relationship between enterprises and employees is not the relationship between employment and being employed, but the "same interest".
From the above analysis, it can be seen that enterprises must face the characteristics of professional loyalty of knowledge workers, and enterprises should balance the contradiction between professional loyalty and organizational loyalty of knowledge workers and the characteristics and organizational expectations of knowledge workers. The socialist market economy is essentially a contract economy. There are also contracts in enterprises. The two sides of the contract are the enterprise and the employee respectively, and only when both sides fulfill their due obligations can they win the loyalty of the other side. In China's knowledge-based society, enterprises pay attention to "having both ability and political integrity", while western enterprises pay attention to "value identification", the essence of which is the need for loyalty to organizations and enterprises. Knowledge workers are generally in the middle and high levels of enterprises, and how to improve the loyalty of knowledge workers to enterprises has become increasingly important. Under the current market economy conditions in China, enterprises have higher and higher requirements for employees' loyalty, and employees' loyalty to enterprises has a very important impact on the production efficiency and the realization of enterprise value. In reality, the main reason for the decline of employees' loyalty to enterprises lies in the disharmony of psychological contract between employees and enterprises. The so-called psychological contract coordination refers to the mutual understanding and trust between employees and enterprises on employment agreements. This kind of understanding and trust is implicit and informal, rather than a mandatory and binding contract that requires both employers and employees to abide by. The disharmony of psychological contract between employees and enterprises leads to the decline of employee loyalty, which seriously affects the core competitiveness of enterprises.
1. Strengthening the "psychological contract" is a magic weapon to enhance the loyalty of knowledge workers.
The so-called psychological contract refers to a series of mutual psychological expectations that the two parties to the contract perceive each other but do not clearly express, and other groups do not enjoy. This kind of psychological contract can often stimulate the positive attitude of knowledge workers to work for the organization more than the traditional commercial contract. Knowledge workers' pursuit of personal achievement is more important than simple high salary, but this does not mean that they will reject these high salaries, but only pay more attention to the internal return and satisfaction from work. They usually regard money and wealth as symbols of personal achievements and status, rather than simple high material enjoyment. Since the demand level of knowledge workers is such a situation, enterprise organizations can not only rely on business contracts for management, but must form effective psychological contracts between them. Therefore, the knowledge-based employees can only be managed as "partners" instead of bossing around. What they need is not command, but emotional management. The construction of psychological contract can meet their needs for values, make the expected needs of knowledge workers better realized, and thus form internal incentives.
2. Psychological contract and the construction of loyalty
The characteristics of knowledge workers are individuality, diversity and innovative spirit. They have high professional knowledge and skills, strong work autonomy, strong desire for achievement, and are willing to accept challenging jobs, and at the same time require greater autonomy and decision-making power in their work. They have a strong desire for achievement, the ability to pursue self-worth and lifelong sustainable development, so their loyalty to the profession is higher and their loyalty to the enterprise may be lower. The construction and cultivation of psychological contract and loyalty should start from the following aspects: First, cultivating loyalty is the core work of stable employees. The stable period of employees refers to the period when employees formally enter the enterprise and begin to have the intention to leave. This period is the key stage of the whole process of employee loyalty management, and it bears the heavy responsibility of cultivating high loyalty of employees. Whether employees are satisfied with the enterprise directly affects their loyalty to the enterprise. It is hard to imagine that an employee who is dissatisfied with the enterprise will be loyal to the enterprise. Therefore, to cultivate employee loyalty, we must first improve employee satisfaction. This requires providing challenging work and comfortable working environment for employees, establishing a reasonable salary system and a fair and transparent promotion system, and implementing a humanized management mechanism. However, high satisfaction does not mean high loyalty. To establish high loyalty, we must also cultivate employees' sense of belonging-to make employees feel that they are an indispensable member of the enterprise. Only in this way can employees be loyal to the enterprise, and it is possible to regard the enterprise as a part of their lives. The following are some ways to strengthen and improve the management system during this period. Secondly, psychological contract is a two-way psychological expectation between organizations and knowledge workers, and the construction of psychological contract is only a bridge to achieve this goal. Achieving and maintaining psychological contract lies in building a people-oriented corporate culture. A healthy and progressive corporate culture can create an enterprising, enterprising, harmonious and equal corporate atmosphere and entrepreneurial spirit in the enterprise, shape a strong spiritual pillar for all employees and form an indestructible interest. Building a people-oriented corporate culture and making the best use of people will undoubtedly create a good atmosphere and space for reaching and maintaining the "psychological contract", enhance the enthusiasm and belief of employees to work hard, and encourage enterprises and employees to abide by the "contract" together, that is, form an implicit corresponding commitment. Psychological contract must be guaranteed by scientific career design and provide a stage for each individual in the organization to display their talents and realize themselves. The important point that psychological contract is recognized by enterprises and employees is career management. The interests that employees pursue in enterprises are not only economic interests, but also have good career development prospects in the long run. The construction of a good psychological contract is conducive to employees' respect for this right. Scientific career design is the way to satisfy employees' personal development achievements. Only by enhancing employees' sense of accomplishment and job satisfaction and improving employees' loyalty to the enterprise can we effectively prevent the brain drain of enterprises. Then, for knowledge-based employees, the intangible stipulation of psychological contract can make employees constantly look at their own development with psychological expectations, make knowledge-based employees constantly adjust their behavior in the dynamic environmental changes, thus maintaining a good relationship with the organization, closely linking personal career development with organizational development, and thus improving their loyalty to the organization. Finally, psychological contract can make knowledge workers have psychological expectations, have the direction and goal of hard work, and stimulate their enthusiasm for work. For example, when knowledge workers think that they have been promised by the organization and will have higher salary, promotion opportunities, vocational training and rich jobs, they will contribute their skills and loyalty to the development of the organization as a return to the organization and an equal exchange with the organization.
Enterprises recognize the main position of knowledge workers in enterprises, and regard knowledge workers as partners, rather than the relationship between employment and employment. Knowledge workers can implement flexible working hours, which meets the psychological requirements of knowledge workers' autonomy to some extent. Creating a valuable "vision" describes the vision of organizational and personal development for knowledge workers, which is actually to establish the direction and goals of organizations and individuals.
3. The cultivation of psychological contract loyalty of knowledge workers
A. Reduce the phenomenon of unfulfilled and intentional violation in psychological contract violation
In the actual situation of psychological contract violation, some of them are caused by the organization's inability to cash or intentional violation. There are two main reasons why the organization can't honor the psychological contract: first, when it establishes a psychological contract with knowledge-based employees, it establishes a bright future for employees, but later it is found that this psychological commitment exceeds the ability that the organization can achieve; Second, due to the organization's misjudgment of the environment, when the external environment of the organization deteriorates, the early development goals of the organization will naturally be affected, and the ability of the organization to realize the psychological contract that has been formed for employees will also be weakened.
To solve the problem that the psychological contract can not be fulfilled, we should also carry out it from two aspects. On the one hand, it provides a realistic and reasonable expectation for knowledge workers, so that employees can truly understand the current situation and development prospects of the organization and provide a more realistic basis for the formation of psychological contracts. Doing so may lose some excellent job seekers, but for knowledge workers who decide to join the organization, because they have lowered their expectations of the organization, they can have a clear understanding of the actual situation of the organization and know that the organization may encounter various difficulties in the development process, and the possible problems have been included in their psychological contract with the organization. Therefore, when difficulties really come, organizations will not be unable to honor their psychological contracts because they have "spoken first". On the other hand, it is necessary to strengthen the organization's ability to predict the future environment. Organizations should strengthen their ability to collect information from all aspects that affect their own development, and use scientific analysis methods to make a clearer judgment on the risks and challenges that organizations will face in the future. Only in this way can we provide a forecast as close as possible to the real situation in the future and provide a basis for organizations to make reasonable psychological commitments to knowledge workers.
B improve the trust and loyalty of knowledge workers to the organization.
Trust is "the confidence in others' goodwill in the process of interacting with others and the expectation of returning others in the process of cooperation". Generally speaking, trust can be divided into three types: trust based on deterrence, trust based on experience and trust based on evaluation. Employees' trust in the organization is mostly based on experience. Trust based on experience depends on the satisfaction of employees' past needs and the fulfillment of psychological contracts. Therefore, organizations should pay attention to understanding and caring about the changes of knowledge workers' needs in real time and take various measures to meet their needs; Promises that have been given should be fulfilled as much as possible. When promises cannot be fulfilled or delayed due to uncontrollable factors, the organization should give employees a reasonable explanation. For the sake of its own interests and development, the only strategy that an enterprise can adopt to treat its employees is the strategy of "stressing morality and credibility". What the enterprise promises must be carried out, especially those related to the interests of employees, and cannot be treated carelessly. In this way, enterprises can easily obtain the "loyalty return" of employees to enterprises.
C. pay attention to setting an example of loyal employees.
As the saying goes, "the power of example is infinite", enterprises should pay attention to the establishment of loyal employees' role models, promote these "loyal pacesetters" to important and suitable posts in the employment mechanism, give play to their talents, and let them have a better position and better income in the enterprise. Only in this way can they easily inspire future generations, adopt a "loyalty strategy" to the enterprise and show their "loyalty behavior". If the "loyalty model" in the enterprise does not have a good result, people's behavior will be guided to short-term interests.
D. Establishing a fair competition mechanism
The mechanism of fair competition is mainly reflected in the use and management of human resources by enterprises. In order to give employees more development opportunities, let them keep learning and improve themselves. Enterprises should fully tap the potential of internal personnel in selecting and employing people, and prevent bad phenomena such as "pulling relationships and entering through the back door". In the process of implementation, every employee has the opportunity of promotion, thus promoting the rational flow of personnel within the enterprise and grasping the principle of fair competition.
The factors that can best cultivate employee loyalty are catering to employees' interests, giving employees development opportunities and the quality of employees' positions. Fairness is the most important issue in cultivating loyalty. According to the employee loyalty survey report, fairness is the first reason that affects employee loyalty. Fairness mainly includes salary fairness, assessment fairness and system fairness. No matter what aspect of fairness is, organizations should consider managing knowledge workers with fairness and goodwill at any possible time and place. Enterprises cannot adopt the strategy of "immorality and disloyalty" to all employees because of the immorality or disloyalty of individual employees, which will prompt the rapid demise of enterprises.
Verb (abbreviation of verb) conclusion
Knowledge workers are an important and special group in enterprises, and they are in a dominant position in controlling, managing and using other resources of enterprises. For knowledge workers, whether they can work effectively, whether they will have a sense of responsibility and enthusiasm for the enterprise and its business objectives, and whether they can get satisfaction from their work depends largely on the organization and their loyalty to the enterprise. Therefore, how to effectively manage and improve the loyalty of knowledge workers to enterprises has become an important problem to be solved urgently.
Psychological contract management is to establish a good trust relationship between employees and enterprises and enhance the cohesion of enterprises. The intangible stipulation of psychological contract can make employees maintain a good trust relationship with the enterprise under dynamic conditions, regard themselves as the main body of the enterprise, fully integrate personal development into the development of the enterprise, and thus create an enterprise organization full of vitality forever. On the contrary, when this trust relationship and good expectations are destroyed, the vitality and efficiency of the enterprise will be destroyed, and even the employee turnover rate will be too high, and no one will be available for enterprise development.
The process of constructing psychological contract is a process of giving full play to the enthusiasm, creativity and wisdom of employees, and it is also a process of ensuring that employees have high cohesion and commitment, show high energy, extend working hours, be willing to work more, and be enthusiastic about their work. Therefore, the implementation of employee psychological contract management is very effective for motivating employees and strengthening organizational incentives. At the same time, the construction of psychological contract is also an important guarantee for enterprises to reduce management costs, improve management efficiency and achieve continuous innovation, and it is also a sword to maintain employee loyalty. Starting with the concept and characteristics of knowledge workers, this paper analyzes the demand for knowledge workers in today's society, puts forward management countermeasures to improve the loyalty of knowledge workers to enterprises, and systematically expounds the concept and methods of psychological contract.
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