心理契约在人力资源管理中的作用
与一般的员工不同，高校高新技术企业中的核心人才（科技人才，中高层复合管理人才）属于彼得•德鲁克所说的知识型员工。他们是属于那种掌握和运用符号和概念，通过知识进行创新工作的人。他们的工作积极主动性强，受教育程度比较高，情感比较成熟，自我发展和自我实现的动机很强。大量的调查数据表明，知识员工追求的是对其价值的证明。对他们最有力的激励是对其价值观的报偿，通过理念和价值观来吸引并留住员工的全力以赴的精神，这一点靠劳动契约难以达到。
所以除了劳动契约外，企业要留住核心人才还要重视对他们的心理契约约束。心理契约概念来源于社会交换理论，该理论认为人们相互之间由于需要交换各自拥有的价值而结合成了关系网络。从这个角度讲，心理契约事实就是这样一个过程：雇佣者履行了自身的义务和责任，同时又期望获得相应的回报。这种没有明文规定的期望实质上是对无形的心理内容的期望，是对义务的心理承诺与互惠。心理契约的提出，有效弥补了劳动契约的缺陷。
心理契约的构建，贯穿于人力资源管理的各个环节，其中人员招聘、培训开发、职称评定、人际关系等都是心理契约构建的重要环节。比如说企业提供给核心人才一个宽松的工作环境，给予他们充分的信任，根据个人和组织的发展给予各种培训机会，为他们制定职业生涯规划管理等等。
Unlike the common staff, the high – tech enterprises of higher – education institutions’ core talents (scientific and middle – and high – level multiple managerial talents) belong to the knowledge workers according to Peter Ducker. They are the ones who master and use symbols and concepts, and take up the creative work by using knowledge. With strong working initiative, relatively high education, and mature emotion, they have a very strong motivation of self – development and self – realization. A number of research data have shown that what the knowledge workers pursuit is the proof of their sense of value. The award of their sense of value is the most effective incentive for them. By labour contract it’s difficult to attract and retain the spirit of sparing no effort of the staff through concepts and sense of value.
Therefore, besides labour contract, to retain the core talents the enterprises also have to pay attention to their restriction of psychological contract. The concept of psychological contract comes from the theory of social exchanges, which maintains that relation net is formed through the exchanges of the value among people. And from this angle, in fact, psychological contract shows such process as that the employees carry out their own duties and responsibility, and meanwhile expect to gain reciprocal award. In fact, the expectation without express stipulation is the expectation of the invisible mental content, and mental promise and reciprocity of duties. The coming up with psychological contract has made up the defects of labour contract.
The construction of psychological contract runs through all links of the management of human resources. Personnel recruitment, training and development, performance evaluation, professional title evaluation and interpersonal relationship, they are the main parts of the construction of psychological contract. For instance, the enterprises provide the core talents with a relatively free working environment, give them full trust, supply them with all kinds of training opportunities according to the development of the individual and the organization, and works out the planning and management for their career, and so on and so forth.
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