Psychological contract is the perceptions of both the staff and the organization on their mutual obligations. No matter for staff or for organization, the psychological contract is consisted of two omponents: one is “the obligations of organization on staff” and the other is ``the obligations of staff on organization". This research focuses on the staff's psychological contract.
Through the interview and the investigation with over 1700 workers from 15 enterprises in China, the psychological contract of Chinese staff has been studied. Such multiple statistics as factor analysis, and structural equation modeling were applied for the data analysis. The conclusions were drawn as following.
l .For Chinese staff, Goth the contents of "the obligations of anization on staff" and the contents of "the obligations of staff on organization" are consisted of two factors— the realistic contract and the developmental contract. The contents of the realistic contract and the developmental contract has something in common with the concepts of the transactional contract and the relational contract, which is very popular among the western researchers. , But they also have something different. It could be more properly to use the concept of the realistic and developmental contract to describe the psychological contract of staff in China than to use the one of the transactional and relational contract.
2. In staff's psychological contract, the realistic obligations of organization on staff influences on the realistic obligations of staff on organization". The developmental obligations of organization on staff influences on developmental obligations of staff on organization". In "the obligations of staff on organization", the realistic obligations has an obviously positive influence on the developmental obligations.
3. The staff's psychological contract is affected by their perceived rganizational suppox-t, job value. However, the staff's exchange ideology has not influenced on its psychological contract.
4. The staffs psychological contract affects their organizational commitment organizational satislaction, self-report herforn}ance, and turnover intention.
5 .Significant differences of psychological contract were found comparing the staff with different age, different .job, differenC current job experiences, different Ccnure, and the staff iuom the enterprises with different ownership, different industries, different scales, different prof7C. I-Iowcver, there are no significant differences in the staff`'s psychological contract with different gender, different educational level, and different stock sharing enterprises.
Current limitations and future research orientation were also discussed at the end of the dissertation