支持性人力资源实践如何发挥作用?——基于组织能力视角的多案例研究

知识经济时代的到来使得人力资本在组织中的作用更加突出,支持性人力资源实践强调组织人力资源政策对员工的投入与关怀以及对员工贡献的公平衡量,从而让员工知觉到组织支持,并转化为员工绩效.本文从四则案例出发,基于组织能力视角对支持性人力资源实践发挥作用的机制进行了探索,研究发现组织能力是支持性人力资源实践作用于组织绩效的一个重要驱动力量.此外,本文得到三个结论:(1)组织的人力资源政策会因情境不同而有所差异,员工感受到支持与关怀的支持性人力资源实践在三个维度上也会因情境不同而有所差别;(2)组织能力是支持性人力资源实践发挥作用的重要驱动力量,其中员工参与、公平奖惩以及成长空间所带来的员工治理、员工思维与员工能力在组织层次和个体层次均会产生影响;(3)差异化条件下支持性人力资源实践会产生不同的组织能力匹配与组合,而这种匹配与组合可以从个体层转向组织层,并进而推动组织的成长与发展.本文在研究方法和研究视角上具有一定创新,对处在不同情境中的组织进行支持性人力资源实践建设也有一定的指导价值.     

组织社会化策略与员工—组织价值匹配的关系研究

员工与组织价值匹配是当代人力资源研究领域的一个重要课题。本文通过问卷调查,运用相关分析和回归分析等手段,探讨了人口统计学因素和组织社会化策略对员工—组织价值匹配的影响。研究结果表明:员工受教育程度和工作年限对员工—组织价值匹配具有显著影响;组织社会化三类策略(即情境性策略、内容性策略、社会支持性策略)对员工—组织价值匹配均具有显著的正向影响。     

员工-组织双赢:发展型人力资源管理实践的影响及其作用机制

基于员工-组织双赢的视角,考察了发展型人力资源管理实践对员工工作绩效与工作幸福感的影响及其边界条件与作用机制。获取到53家企业的53名主管和152名员工在两个时间点的有效配对数据,通过多层次线性模型检验发现:发展型人力资源管理实践对员工的工作绩效和工作幸福感有显著正向影响;人力资本在上述过程中发挥了中介作用;组织学习目标导向不仅正向调节了发展型人力资源管理实践与人力资本的关系,并且调节了人力资本在发展型人力资源管理实践与工作绩效和工作幸福感之间的中介作用。     

工作重塑对工作投入的影响:人-工作匹配与工作意义的作用

工作重塑作为一种员工主动性行为,正日益成为组织行为学领域研究的热点.以往研究分别探讨了工作重塑对人-工作匹配、工作意义、工作投入的影响,而未对变量之间的关系进行整合性研究.对263名员工进行问卷调查,采用结构方程模型验证了一个串联中介模型.研究表明:人-工作匹配在工作重塑与工作意义关系中具有部分中介作用;工作意义在工作重塑与工作投入关系中具有部分中介作用;工作意义在人-工作匹配与工作投入关系中具有部分中介作用;人-工作匹配、工作意义在工作重塑与工作投入关系中具有串联中介作用.     

奇瑞:动静结合实现人岗匹配

以人岗匹配为核心、三资体系为标尺、人力资源信息管理系统为工作平台,明确提出了员工能力发展的要求,对员工进行职业生涯规划,保证了员工成长有充分的空间和渠道。奇瑞汽车股份有限公司的三资体系,即资格、资质、资历,是在人力资源管理方面开展的创新。奇瑞的三资体系核心是基于人岗匹配。企业发展需要胜任岗位要求的人员行使岗位职责,员工个人发展需要适合的岗位发挥自身才能,人岗匹配就是将企业发展需要与员工个人发展需要进行科学匹配     

兵工企业人岗匹配研究

人岗匹配对企业人力资源管理效率提高意义重大。本文结合行业特征提出了兵工企业员工的岗位满意度和工作绩效的评价指标,用以度量员工的岗位满意度和企业效益,建立了人岗匹配模型。针对兵工企业人岗匹配问题探讨一种解决思路。     

支持性人力资源实践与员工工作绩效的关系研究

近年来,随着经济迅速发展,人力资源部开始通过不断尝试实施各种人力资源实践活动来改善并规范企业的管理,人力资源工作人员也逐渐意识到支持性人力资源实践的重要性。支持性人力资源实践包含公平奖惩,员工参与和成长空间三个维度,正能体现组织认同员工贡献、信任员工并对员工进行人力资本投资。本研究以我国珠三角地区企业为主要研究对象,基于339个研究样本,采用文献研究法、问卷调查法,并运用相关分析、探索性因素分析、验证性因素分析和多元回归分析法等,来探讨支持性人力资源实践和工作绩效三者间的关系,并证明了支持性人力资源实践对工作绩效存在显著的正向影响作用。     

基于指派模型的人岗匹配问题研究

人岗匹配是人力资源管理的一个核心问题,受到人们越来越多的关注。运用运筹学知识,结合人岗匹配过程中出现的各种实际情况,根据效益最大化(或成本最小化)的原则建立了人岗匹配的数学模型;并在此基础上,综合考虑员工绩效、成本、时间等多种指标,构建了人岗匹配多指标综合指派模型。最后,通过应用实例验证了该模型的有效性。     

人岗匹配的重要性及实现对策

一个企业要获得长足、健康的发展,就需要依据企业的实际情况认真设置其组织机构及相应岗位,并为每一个岗位选择到恰当的人员,也就是最大可能地实现人岗匹配。人岗匹配是企业人力资源管理的核心,包括岗位职责与员工个体特征相匹配和岗位报酬与员工需要、动机相匹配两层含义,它对企业的发展有着十分重要的意义。本文阐述了企业人岗匹配的重要意义,重点说明了实现人岗匹配的具体方法及提高人岗匹配程度的对策,为企业人力资源管理与决策提供参考依据。     

浅谈人岗匹配理论

当代企业之间的竞争归根到底是人才的竞争,人岗匹配是对组织内部的人力资源有效配置和合理使用的基础,只有尽可能使每个员工找到最匹配的岗位,才能发挥最大的个人能动性,为企业创造最大利益.本文从人岗匹配的概念、要素、匹配形式和原则等方面,对人岗匹配理论进行概述.     

Coworker support as a double-edged sword: a moderated mediation model of job crafting,work engagement,and job performance

Abstract

This research aims to test the mediating effect of work engagement on the relationship between job crafting and job performance, as well as the moderating effects of two forms of coworker support on the job crafting–work engagement relationship. We collected survey-based data from two South Korean samples. Study 1 was conducted on 175 flight attendants. The results of Study 1 were then replicated in Study 2 wherein 181 hotel employees reported their own job crafting and work engagement, and their supervisors rated their job performance one month later. In both studies, work engagement fully mediated the relationship between job crafting and job performance. The positive association between job crafting and work engagement was more pronounced when coworker emotional support was high than when it was low. In contrast, the positive link between job crafting and work engagement was stronger when coworker instrumental support was low than when it was high. Coworker emotional and instrumental support further moderated the indirect effect of job crafting on job performance through work engagement.     

Leader humility,team job crafting and team creativity: The moderating role of leader–leader exchange

Despite an increasing number of studies on leader humility, the relationship between leader humility and team creativity needs further exploration. Using the connectionist network model, we propose that leader–leader exchange (LLX), the upward exchange relationship of a team's direct supervisor, moderates the effect of leader humility on team job crafting, and this in turn affects team creativity. We test our hypotheses using a sample of 286 employees in 59 teams with a multiple‐source, time‐lagged research design. Our conclusions are as follows: (a) for team leaders with high LLX, leader humility is positively related to team job crafting, whereas for team leaders with low LLX, the relationship between leader humility and team job crafting is negative; (b) team job crafting is positively related to team creativity and (c) team job crafting mediates the effect of the interaction between leader humility and LLX on team creativity.     

Workaholism versus work engagement and job crafting: What is the role of self‐management strategies?

Job crafting refers to the proactive actions employees take to redesign their jobs in order to get a better fit with their competencies, expectations, and wishes. So far, little is known about job crafting's underlying mechanisms. In this study, we examine how two different states of affective well‐being (workaholism and work engagement) relate to job crafting 3 months later and how these well‐being states steer different self‐management behaviours, which ultimately lead to job crafting. Structural equation modelling on a heterogeneous sample (N = 287) revealed that work engagement and workaholism both relate to expansive job crafting through different self‐management strategies. Work engagement relates to challenge and resource seeking via self‐goal setting and self‐observation strategies, whereas workaholism associates with challenge and resource seeking only through self‐goal setting. In addition, the results show a strong relationship between workaholism and self‐punishment. Altogether, the findings suggest that self‐management strategies can function as an explanatory mechanism for different job crafting behaviours.     

Human resource management systems,employee well-being,and firm performance from the mutual gains and critical perspectives: The well-being paradox

In this study, we explored the additive, interactive, and nonlinear relationships among human resource management (HRM) systems, employee well-being, and firm performance. Based on a sample of 14,384 employees nested within 1,347 firms, we obtained three main findings. First, HRM systems yield a performance effect that exceeds the effect of single practice, suggesting positive synergies among HRM practices. Second, the opportunity bundle has a positive impact on firm performance, but when integrating it with skills and motivation bundles, the result becomes negative, indicating dis-synergy of interactions among HRM bundles. Third, at moderate levels of adoption, HRM practices are positively correlated with employee well-being and higher levels of commitment, job satisfaction, and management relations, as well as lower levels of anxiety. However, at high levels, the relationship is less positive and even turns negative with lower levels of job satisfaction and management relations. To close, we present research implications and future directions after discussing our results.     

Development or maintenance? Dual-oriented human resource system,employee achievement motivation,and work well-being

Drawing on the person–organization fit theory, this study elaborates a dual-oriented human resource (HR) system and explores when and how two HR bundles (development vs. maintenance) influence work well-being. The results of the confirmatory factor analysis with a sample of 1,946 supervisors from a Chinese high-tech firm show that the dual-oriented HR model fits the data better than a holistic HR system. In another study with a multilevel sample of 64 corporate branches and 434 employees, the findings confirm the proposed joint effect of the dual-oriented HR system and achievement motivation on well-being. Specifically, development-oriented HR practices are more positively related to work well-being only when individual achievement motivation is high; by contrast, maintenance-oriented HR practices are more positively related to work well-being only when individual achievement motivation is low. Work meaning mediates these effects. These findings provide guidance on the effective design of HR practices.     

Person or Job? Change in Person-Job Fit and Its Impact on Employee Work Attitudes over Time

Fit is generally conceptualized as a dynamic construct, but most research on person-environment fit has focused on fit in the current moment. We addressed this oversight by examining the dynamic relationships among person-job (PJ) fit, demand-ability (DA) fit, need-supply (NS) fit, and employee work attitudes over time using a three-wave survey design over a 12-month period. Results from 168 employees revealed that change in PJ fit was significantly related to changes in job satisfaction and affective organizational commitment. In addition, DA and NS fit changes were significantly and indirectly associated with job satisfaction and commitment changes through PJ fit change. We also found that increases in job demands and employee abilities significantly decreased DA fit, and increases in employee needs significantly decreased NS fit whereas increases in job supplies significantly increased NS fit. Finally, we examined age as an important moderator for employees’ reactions to PJ fit changes, and found that younger employees reacted more strongly to increases/decreases in PJ fit than did older employees.     

How does growth need strength influence employee outcomes? The roles of hope,leadership, and cultural value

Abstract

Strong growth need is essential if an employee is to be motivated to complete complex and challenging jobs. It is important for organizations to attract employees with high growth need strength and help them achieve positive outcomes. However, limited research has been conducted to examine the mechanism underlying growth need strength’s positive effect on employee outcomes. Based on hope theory, we hypothesized that hope mediates the effect of growth need strength on job performance and affective commitment by transforming employees’ general desire for personal growth into goal-related cognitive thinking, comprising both ‘will’ and ‘ways’. We further hypothesized the moderating effect of transformational leadership, and the joint moderating effect of transformational leadership and individual power distance on the relationship between growth need strength and hope. We tested our hypotheses with data from a sample of 265 subordinate–supervisor dyads from China. Data analysis results supported the mediating role of hope. We found that growth need strength has a stronger effect on hope when transformational leadership is higher, and this effect is the strongest when both transformational leadership and individual power distance are simultaneously higher. The implications of these findings for human resource management research and practice are discussed.     

Behind the influence of job crafting on citizen value co-creation with the public organization: joint effects of paternalistic leadership and public service motivation

This research seeks to investigate the role of paternalistic leadership in fostering job crafting among public employees, which may in turn foster citizen value co-creation with the public organization. The data were collated from public employees working in public legal service agencies in Ho Chi Minh City, Vietnam and citizens whom they served. The data analyses verified the negative association between authoritarian leadership behavior and job crafting, as well as the positive associations between benevolent and moral behaviors and job crafting. The results also revealed the positive effect of job crafting on citizen value co-creation via citizen-organization identification as a mediator.     

企业人力资源效率的影响因素研究

企业人力资源效率的影响因素是管理研究领域探讨的一个重要问题。企业人力资源效率影响因素内容由四个纬度构成:员工管理、个人与组织契合、工作条件及员工责任。其中,员工管理对管理人员的任务效率影响是负向显著,对专业/技术人员的任务效率水平的影响是正向显著;个人与组织契合对整合效率有显著方向影响;工作条件对企业员工的任务效率有显著正向影响,对组织潜效率有强显著负向影响;员工责任对企业员工的任务效率、整合效率、组织潜效率水平都有显著正向影响。     

Build Coalitions to Fit: Autonomy Expectations,Competence Mobilization,and Job Crafting

Job crafting offers several beneficial organizational outcomes, yet little is known about what makes employees engage in it. In particular, the role of leaders in influencing their subordinates to engage in job crafting has been insufficiently studied. Drawing on role theory, we suggest that the congruence of leader‐subordinate autonomy expectations nurtures subordinates’ experiences of having their competences adequately utilized in their jobs. This experience, which involves the competence mobilization of their work roles, subsequently fosters subordinates’ engagement in job‐crafting behavior. A two‐stage field study of 145 leader‐subordinate dyads using cross‐level polynomial regression and response surface analysis supported the (in)congruence hypotheses. The results also demonstrated that subordinates’ perceived competence mobilization mediates the relationship between autonomy expectation (in)congruence and job crafting. In addition, leader coalition as a moderator strengthens the effect of perceived competence mobilization as a psychological condition for job crafting. Implications for practice and future research are discussed. © 2016 Wiley Periodicals, Inc.