Jack Welch famously said "communicate, communicate and communicate again", which shows the powerful role of communication in enterprises. For employees, employees express their different emotions through internal communication. Communication not only provides an emotional expression mechanism for emotional release, but also meets the social needs of employees. For enterprises, the most important thing is to form an open, free, frank and open communication atmosphere between management structure and colleagues. Effective and smooth communication channels can realize heart-to-heart communication between leaders and employees, and can promote the collision of thinking and the sublimation of feelings between employees, thus avoiding all unnecessary misunderstandings and releasing psychological dissatisfaction generated by leaders or employees.

Therefore, employees working in a cultural atmosphere of effective communication can not only control and motivate employees' behavior and realize the enjoyment of information, but also make employees feel respected and trusted, and get great psychological satisfaction, thus generating a deep sense of attachment and identity to the enterprise and deepening their sense of belonging to the enterprise. The strength of employees' sense of fairness directly affects employees' efforts, recognition and satisfaction with the enterprise, thus further affecting the formation of employees' performance and sense of belonging. Fairness emphasizes fairness and openness, and emphasizes that based on the core values of the enterprise, it follows the basic code of conduct and makes corresponding evaluations on employee behavior. Fair culture not only satisfies employees' sense of distributive justice, but also includes sense of procedural justice and sense of interactive justice. The sense of fairness in distribution can improve employees' promotion and salary satisfaction. The sense of procedural fairness brings employees' recognition and trust in the organization. The sense of interactive justice makes employees trust managers and adopt cooperative behavior attitude. The three coordinate with each other to improve employees' sense of fairness.

In order to establish a fair culture, enterprises must integrate the concept of fairness into the values of enterprises, embody the pursuit of fairness in the pursuit of values, and create a fair working atmosphere for employees. The stronger the fairness, the higher the satisfaction and the easier it is to form a sense of belonging. Drucker, a master of management, believes that innovation is a new ability to endow resources with the ability to create wealth and make them real resources. Innovation can be the creation of new things or the transformation of old things, but innovation creates the unique core competitiveness of enterprises.

Innovation lies in the participation of every employee, which condenses all employees in the innovation concept of the enterprise, mobilizes all factors conducive to innovation inside and outside the enterprise, and produces great centripetal force and cohesion in the process of innovation. In the process of innovation, employees have a strong sense of identity with innovative ideas and behaviors, actively participate in innovative activities, and give full play to their own innovative potential, which not only meets the needs of enterprise innovation, but also meets the sense of accomplishment brought by employees' successful innovation, and meets the needs of employees' self-realization. More importantly, after the failure of innovation, leaders should give certain material rewards and spiritual comfort, encourage employees to continue to maintain and carry forward the positive and innovative thinking concept, and prepare for the future innovation of enterprises. In this culture of encouraging innovation, employees sublimate their feelings for enterprise ownership. Entrepreneurs have different leadership styles. They often put their own personality factors, such as personality, temperament, preferences, and quality, cultivation and other personality factors into the enterprise. It can be seen that leadership plays a vital role in enterprises, and the exemplary behavior of leaders affects employees all the time.

From the perspective of the two-dimensional theory of leadership, enterprise leadership behavior patterns can be divided into exchange leadership behavior and transformational leadership behavior. A large number of empirical studies have proved that transformational leadership is better than exchange leadership. In the process of transformational leadership behavior, leaders care about the daily life and development needs of each subordinate, help subordinates solve problems with new ideas, new ideas and new ideas, inspire, awaken and inspire subordinates to complete organizational goals with personal charm, and change employees' work attitudes, beliefs and values. Transformational leaders meet the high-level needs of employees from four aspects: personality charm, charisma, intellectual stimulation and personalized care, so that employees have a greater sense of belonging. Customs and etiquette are the expression of enterprise values and shape the self-image of enterprises. Employees are influenced and infected in the atmosphere of customs and etiquette culture, consciously adjust behaviors that do not conform to customs and etiquette, close interpersonal relationships, stimulate a sense of mission and accomplishment in work, and realize the integration of people and enterprises. Enterprise custom is a moral norm and criterion that employees consciously abide by, which has the function of "soft constraint" and is an invisible spiritual force to regulate employees' words and deeds. The established custom makes employees feel the concern of enterprises for employees, which greatly strengthens the "family" emotion between employees and enterprises, and the sense of belonging of employees can not help but arise.

Enterprises improve the cohesion and centripetal force of employees through meetings, celebrations and other ceremonies. From the ceremony, employees are not only influenced by values, but also can meet their psychological requirements of gathering, strengthen their sense of group security, value and self-existence, greatly enhance their sense of dependence and identity with the organization, and thus enhance their sense of belonging. Therefore, it is of great significance for enterprises to cultivate good customs, carefully design and organize various cultural ceremonies, and cultivate employees' sense of belonging. Corporate image is the external expression of corporate values. A good corporate image is a huge "intangible wealth" of an enterprise. It can not only win the trust of the public, guide consumers to buy enterprise products, but also attract outstanding talents. In addition, it is conducive to the construction of excellent corporate culture, the formation of good moral habits, the cultivation of employees' spirit of caring for their jobs and loving the factory as home, so that employees have a strong sense of pride, honor and belonging, and truly realize "my heart is in the enterprise, and the enterprise is in my heart". The shaping of corporate image is not only the propaganda of mass media such as advertisements, newspapers and public relations, but also the influence of high-quality products. More importantly, employees are the natural spokespersons of corporate image and need the participation of all employees.

Therefore, enterprises should pay attention to the integration of employees' ideals, beliefs, interests, values and needs with the overall goal of the enterprise, produce consistent behavior orientation and values, establish a good corporate image, form a harmonious, shared and trusted cultural atmosphere, realize employees' own values, enhance their sense of identity with the enterprise, and further deepen their sense of belonging. To create internal harmonious interpersonal relationships is to form a relaxed, peaceful, healthy and civilized interpersonal environment. Leaders and employees respect each other, live in harmony, treat each other honestly, and the employees have harmonious feelings, heart-to-heart communication and tacit cooperation. The company has established a virtuous circle of interpersonal communication from top to bottom, with one heart and one mind, helping each other in the same boat, and achieving the enterprise goals. To achieve internal harmonious interpersonal relationships,

First of all, we must unify our understanding of values. If employees have the same understanding of values, they can understand and trust each other, eliminate misunderstandings and form good interpersonal relationships.

Secondly, we should coordinate our values emotionally. Emotional communication can shorten the distance between employees, reduce barriers and establish harmonious relationships, thus maintaining good interpersonal relationships.

Finally, it is necessary to achieve the same values in action. Through the restriction of enterprise rules and regulations and the adjustment of corporate image, customs, etiquette and other value forms, employees can not only reach a * * * understanding in thought, but also reach an agreement in action, give full play to the influence of * * * values, and realize the recognition of employees in themselves and leaders, so as to realize the recognition of the whole enterprise, produce the feeling of "employees are like one" and truly realize the sense of belonging of employees.