The Study of Psychological Contract Fulfillment,Trust, and Employee Performance：A Sample of the Employees in High-tech Industry

• Main Authors: Mei-Fang Yang, 楊美芳
• Other Authors: Yu-Ru Hsu
• Format: Others
• Language: zh-TW
• Published: 2006
• Online Access: http://ndltd.ncl.edu.tw/handle/78663751220010326681

碩士 === 長榮大學 === 企業管理研究所 === 94 === From 2008’s “Two Trillion Twin Stars” project, we can tell that the government has pay much attention to the high-tech industry. The major problem of developing the high-tech industry in Taiwan is human resources. High-tech industries are popular in using profit sharing to attract talents, but can only see the short term effort. Facing the change of the employer-employee relationship nowadays, the employees don’t have to work for one employer for their whole life any more. Different from traditional contract relationship, psychological contract stresses for each employee and employer to believe that both parties will go by the content of contract based on the principle of reciprocity and then to carry out their obligations respectively. This research regards individual level as the starting point to investigate the relationships among psychological contract fulfillment, trust, and employee outcomes (task performance & organizational citizenship behavior)。The subject of this study is primarily focused on the employees in the high-tech industry. The results reveal that (1) psychological contract fulfillment has positive and significant influences on trust ; (2) psychological contract fulfillment has partially positive and significant influences on organizational citizenship behavior but not on task performance; (3) Trust has positive and significant influences on employee outcomes ; (4)trust has the significant intervening effects between psychological contract fulfillment (Transactional psychological contract & Relational psychological contract) and organizational citizenship behavior；trust has the significant intervening effects between Transactional psychological contract fulfillment and task performance, but served no significant intervening effects for Relational psychological contract and task performance. The research results could provide a reference for high-tech managers to gain an in-depth understanding of issues relating to psychological contract, trust, task performance, and organizational citizenship behavior.