The Mechanisms of Value Identification and Emotional Belonging in the Work Effectiveness of Highly Qualified Specialists: A Mediated Model from Chinese Enterprises

Abstract

In the knowledge-intensive workplace, the psychological bonds between highly qualified specialists (HQS) and their organizations have emerged as critical determinants of work effectiveness. However, the distinct roles of value identification and emotional belonging remain theoretically undifferentiated and empirically underexplored. Drawing on social exchange theory and self-determination theory, this study constructs a theoretical model examining the relationships among value identification, emotional belonging, and work effectiveness of HQS in Chinese enterprises. Using survey data from 562 highly qualified specialists, structural equation modeling and bootstrapping mediation analyses were employed. The results indicate that both value identification (β = 0.275, p < 0.001) and emotional belonging (β = 0.258, p < 0.001) are significantly and positively associated with work effectiveness. Moreover, emotional belonging partially mediates the relationship between value identification and work effectiveness (indirect effect = 0.087, 95% CI [0.063, 0.115]). The study also identifies organizational culture, management systems, and leadership style as key antecedents of value identification. These findings provide a differentiated understanding of cognitive and affective attachment mechanisms and offer practical guidance for cultivating value-congruent, emotionally supportive organizational environments for HQS.