高承诺人力资源管理对员工工作幸福感的影响研究——基于社会交换理论的视角
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摘要
如何提升员工工作幸福感已经成为理论研究与管理实践关注的重要问题,然而,很少有研究探讨通过人力资源管理活动的方式来提升员工工作幸福感。本研究基于社会交换理论,以青海两家企业382名员工为调查对象,探讨高承诺人力资源管理对员工工作幸福感的影响机制,进一步深化对员工工作幸福感产生原因的认识。实证研究结果表明,高承诺人力资源管理对员工工作幸福感具有显著的正向影响;组织自尊和组织支持在高承诺人力资源管理与员工工作幸福感关系中起部分中介的作用。本研究为企业管理者有效提升员工工作幸福感,营造幸福型组织提供了理论依据。
How to improve the happiness perceived by employee at work has become an important issue for theory research and management practice. However, few studies have focused on human resources management practices. Based on the social exchange theory, this paper collected data from a sample of 382 employees in two enterprises in Qinghai Province to explore the inf luence mechanism of high commitment to human resources management practice on happiness of employees at work. This study could make people have a better understanding of the causes of employees' happiness at the workplace. The results show that high commitment to human resources management has a signif icant positive impact on happiness of employees at work, and self-esteem and support by the organization play a part of intermediary role in the relationship between high commitment to human resources practice and happiness perceived by employees at work. The results lay a theoretical foundation for enterprise managers to effectively enhance the happiness of employees at work and cultivate an environment of happiness within the organization.
How to improve the happiness perceived by employee at work has become an important issue for theory research and management practice. However, few studies have focused on human resources management practices. Based on the social exchange theory, this paper collected data from a sample of 382 employees in two enterprises in Qinghai Province to explore the inf luence mechanism of high commitment to human resources management practice on happiness of employees at work. This study could make people have a better understanding of the causes of employees' happiness at the workplace. The results show that high commitment to human resources management has a signif icant positive impact on happiness of employees at work, and self-esteem and support by the organization play a part of intermediary role in the relationship between high commitment to human resources practice and happiness perceived by employees at work. The results lay a theoretical foundation for enterprise managers to effectively enhance the happiness of employees at work and cultivate an environment of happiness within the organization.
引文
[1]黄亮,彭璧玉.工作幸福感对员工创新绩效的影响机制:一个多层次被调节的中介模型[J].南开管理评论,2015,18(02):15-29.
[2]林叶,李燕萍.高承诺人力资源管理对员工前瞻性行为的影响机制:基于计划行为理论的研究[J].南开管理评论,2016,19(02):114-123.
[3]李燕萍,龙玎.国内外高承诺人力资源管理理论综述及其运用研究[J].科技进步与对策,2014,31(4):156-160.
[4]刘宗华,李燕萍,毛天平.高承诺人力资源实践与员工绩效:组织支持感的中介作用[J].软科学,2015,29(10):92-95,100.
[5]黄亮.中国企业员工工作幸福感的维度结构研究[J].中央财经大学学报,2014(10):84-92,112.
[6]孙遇春,林旻,付焘.高承诺企业组织及其在中国的实践[J].工业工程与管理,2005(03):63-67.
[7]许璟,赵磊,魏丽华,沈伊默.组织支持感对组织认同的影响:内部人身份感知和自尊的中介作用[J].心理学探新,2017,37(03):275-282.
[8]郑馨怡,李燕萍,刘宗华.知识分享对员工创新行为的影响:基于组织的自尊和组织支持感的作用[J].商业经济与管理,2017(01):24-33.
[9]李宗波,李巧灵,田艳辉.工作投入对情绪耗竭的影响机制:基于工作需求-资源模型的研究[J].软科学,2013,27(06):103-107.
[10]任晗,陈维政.组织内多层次社会交换关系对员工角色外行为影响机制研究[J].软科学, 2014,28(01):77-80,90.
[11]Guest D E. Human Resource Management and Employee well-being:Towards a New Analytic Framework[J]. Human Resource Management Journal, 2017, 27(1):22-38.
[12]Chidiebere O, Kevin D, Sara C, et al. Integrated and Isolated Impact of High-performance Work Practices on Employee Health and Well-being:A Comparative Study[J].Journal of Occupational Health Psychology, 2017, 22(1):98-114.
[13]Xiao Z, Ibj?rkman. High Commitment Work Systems in Chinese Organizations:a Preliminary Measure[J].Management and Organization Review,2006,2(3):203-222.
[14]Bretones F. D., Gonzalez M. Subjective and Occupational Well-being in a Sample of Mexican Workers[J] Social Indicators Research,2011,100(2):273-285.
[15]Whitener, E. M., Do“High Commitment” Human Resource Practices Affect Employee Commitment?ACross-levelAnalysisUsingHierarchicalLinearModeling[J].Journalof Management,2001,27(5):515-535.
[16]Widmer,P.S., Semmer, N.K., K?lin, W..The Ambivalence of Challenge Stressors:Time Pressure Associated with both Negative and Positive Well-being[J]. Journal of Vocational Behavior,2012,80(2):422-433.
[17]Lee, J.. An Analysis of the Antecedents of Organization-based Self-esteem in Two Korean Banks[J].The International Journal of Human Resource Management, 2003,14(6):1046-1066.
[18]Eisenberger R,Huntington R,Hutchison S,Sowa D.Perceived organizational support[J].Journal of Applied Psychology,1986,71(3):500-507.
[19]Rich B L,Lepine J A,Crawford E R. Job engagement:Antecedents and effects on job performance[J].The Academy of Management Journal,2010,53(3):617-635.
[20]Pierce,J.L.,Gardner,D.G.,Cummings,L.L.,Dunham,R.B..Organization-based Self-esteem:ConstructDefinitionMeasurementandValidation[J].AcademyofManagement Journal,1989,32(3):622-648.
[2]林叶,李燕萍.高承诺人力资源管理对员工前瞻性行为的影响机制:基于计划行为理论的研究[J].南开管理评论,2016,19(02):114-123.
[3]李燕萍,龙玎.国内外高承诺人力资源管理理论综述及其运用研究[J].科技进步与对策,2014,31(4):156-160.
[4]刘宗华,李燕萍,毛天平.高承诺人力资源实践与员工绩效:组织支持感的中介作用[J].软科学,2015,29(10):92-95,100.
[5]黄亮.中国企业员工工作幸福感的维度结构研究[J].中央财经大学学报,2014(10):84-92,112.
[6]孙遇春,林旻,付焘.高承诺企业组织及其在中国的实践[J].工业工程与管理,2005(03):63-67.
[7]许璟,赵磊,魏丽华,沈伊默.组织支持感对组织认同的影响:内部人身份感知和自尊的中介作用[J].心理学探新,2017,37(03):275-282.
[8]郑馨怡,李燕萍,刘宗华.知识分享对员工创新行为的影响:基于组织的自尊和组织支持感的作用[J].商业经济与管理,2017(01):24-33.
[9]李宗波,李巧灵,田艳辉.工作投入对情绪耗竭的影响机制:基于工作需求-资源模型的研究[J].软科学,2013,27(06):103-107.
[10]任晗,陈维政.组织内多层次社会交换关系对员工角色外行为影响机制研究[J].软科学, 2014,28(01):77-80,90.
[11]Guest D E. Human Resource Management and Employee well-being:Towards a New Analytic Framework[J]. Human Resource Management Journal, 2017, 27(1):22-38.
[12]Chidiebere O, Kevin D, Sara C, et al. Integrated and Isolated Impact of High-performance Work Practices on Employee Health and Well-being:A Comparative Study[J].Journal of Occupational Health Psychology, 2017, 22(1):98-114.
[13]Xiao Z, Ibj?rkman. High Commitment Work Systems in Chinese Organizations:a Preliminary Measure[J].Management and Organization Review,2006,2(3):203-222.
[14]Bretones F. D., Gonzalez M. Subjective and Occupational Well-being in a Sample of Mexican Workers[J] Social Indicators Research,2011,100(2):273-285.
[15]Whitener, E. M., Do“High Commitment” Human Resource Practices Affect Employee Commitment?ACross-levelAnalysisUsingHierarchicalLinearModeling[J].Journalof Management,2001,27(5):515-535.
[16]Widmer,P.S., Semmer, N.K., K?lin, W..The Ambivalence of Challenge Stressors:Time Pressure Associated with both Negative and Positive Well-being[J]. Journal of Vocational Behavior,2012,80(2):422-433.
[17]Lee, J.. An Analysis of the Antecedents of Organization-based Self-esteem in Two Korean Banks[J].The International Journal of Human Resource Management, 2003,14(6):1046-1066.
[18]Eisenberger R,Huntington R,Hutchison S,Sowa D.Perceived organizational support[J].Journal of Applied Psychology,1986,71(3):500-507.
[19]Rich B L,Lepine J A,Crawford E R. Job engagement:Antecedents and effects on job performance[J].The Academy of Management Journal,2010,53(3):617-635.
[20]Pierce,J.L.,Gardner,D.G.,Cummings,L.L.,Dunham,R.B..Organization-based Self-esteem:ConstructDefinitionMeasurementandValidation[J].AcademyofManagement Journal,1989,32(3):622-648.