积极组织行为学视角下的企业员工激励研究

随着经济与技术的发展,人力资源管理手段不断被创新,创新源泉主要在于积极组织行为学的运用。本文基于积极组织行为学的视角,主要研究企业员工激励问题。首先,本文介绍积极组织行为对于企业员工激励的意义分析,然后主要论述在积极组织行为学视角下,有效改善员工行为,提高员工工作积极性,改善员工内心状态的主要对策和保障性措施。     

积极组织行为学及其在管理实践中的应用

积极组织行为学是在积极心理学运动的推动下产生的,并日益成为当前组织行为学领域研究的重点和热点。区别于传统组织行为学将研究的重点放在解决组织中管理者与员工机能失调、工作倦怠、不满等负性方面的问题上;积极组织行为学侧重于以员工的积极活动为导向,研究有效方法发挥出员工的人力资源优势和心理能力,以获得工作绩效的提升,其研究范畴包括自我效能、希望、乐观、主观幸福感、恢复力等。本文通过对理论产生、概念阐述、研究范畴来简析积极组织行为学;从概述其研究的五个范畴对管理实践的作用来探索积极组织行为学的实践价值。     

基于积极心理学的组织员工激励策略研究

积极心理学是上世纪末美国心理学界兴起的一场心理学运动。通过对组织在激励员工过程中存在的各种问题的分析,从积极心理学的角度出发,探讨通过激发员工的积极情绪、挖掘和培养员工的积极人格以及营造快乐的工作氛围进行科学合理的激励措施,提高员工的工作积极性。     

积极组织行为学内涵研究

积极组织行为学是组织行为学和人力资源管理领域新的研究取向和视角。本文在分析传统组织行为学的消极取向的基础上。概述了积极组织行为学的理念和意义，并简要介绍了几种具有代表性的积极心理能力的概念、作用及开发方法。     

积极组织行为学视角下情绪管理对人力资源管理的优化对策研究

人力资源管理工作对于现代企业发展而言至关重要,而在当前人力资源管理体系中,情绪管理工作可有助于激发团队个体的主动性与工作积极性,并释放个体内在潜力,提高团队整体管理水平。 积极组织行为学视角下,情绪管理更为侧重柔性管理理念,优化情感管理机制,塑造更为健康的团队组织文化环境,进而让每一位成员拥有更为舒适的生活与工作体验。 文章针对当前情绪管理在人力资源管理运用中的主要问题,以及积极组织行为学视角下情绪管理对人力资源管理的优化对策进行初步分析与探讨,希望借此可对相关从业人员起到一定借鉴作用。     

积极组织行为学背景下的工作投入

积极组织行为学是人力资源管理领域的新视角,它强调对组织中个体的积极特征、状态和行为进行理论构建、研究和应用。相关研究表明,积极组织行为学相对于传统的消极取向其研究具有附加价值。在积极组织行为学背景下引入的工作投入目前存在三种研究方法。压力与激励相结合的工作特征中,对工作情境与工作投入问题的研究,避免了积极组织行为学单纯的积极取向,实现了对传统组织行为学的补充与完善。     

积极心理学在组织管理中的应用初探

积极心理学致力于发展人类的优势和美德,激发自身的积极力量,构建更积极的生活态度和幸福人生。将积极心理学引入组织管理,创造积极健康的工作生活环境,将增强员工的积极情绪体验,培育其积极人格,增强员工满意度和幸福感,激发工作热情,提高业务效率,从而促进个体和组织共同蓬勃发展。     

积极心理学在人力资源管理中的应用

人尽其用是人力资源管理的重要目标之一。合理配置人力资源,调动好员工积极性,最大程度发挥员工潜能,是企业应对地残酷市场竞争,求得生存与发展所必须具备的前提条件。从积极心理学视角出发,人力资源管理者在员工招聘中、在员工培训和开发中、在绩效考核中、在激励制度设置等方面,都要正确把握人性,更多地考虑员工高层次需求的产生,激发和引导员工人性中的积极品质（如积极情绪,自我效能感,自我实现的需求）,努力创造一个能够促进员工自身积极品质形成和正面思考的综合制度,努力满足员工的合理需求,从而提升他们的动机和目标,以更好地促进企业发展。     

积极组织行为学研究概述

通过对主要的理论和实证研究进行回归和梳理,介绍了积极组织行为学研究背景及内涵,对其与之相近的构念进行了比较分析,并讨论了积极组织行为的影响因素,在此基础上对积极组织行为进行了总结以及展望。     

积极组织行为学视角下的企业员工激励研究

现代企业的管理技术和管理模式在世界经济市场的影响下得到了一定程度的创新,人力资源管理是当前企业管理的重点,企业员工管理的创新主要体现在组织行为原理的利用上。在组织行为学的视觉下创新企业员工激励措施,是现代科学技术与信息经济发展的必然结果。本文着眼于组织行为学的基本概念,就如何充分调动员工的积极性、提高企业员工凝聚力进行探索。     

从被要求做到主动做：群体卷入模型视角下高参与人力资源实践对员工前瞻行为的影响研究

文章以333名员工和68名主管在两时间点进行的配对调查为样本,基于群体卷入模型的研究视角,探析了高参与人力资源实践与员工前瞻行为之间的关系,对员工感知的高参与人力资源实践如何通过员工组织地位感知促进前瞻行为进行了研究。研究结果表明,员工感知的高参与人力资源实践能够正向预测员工的前瞻行为,而员工组织地位感知在这一关系中起完全中介作用。同时,员工主动性人格会削弱组织地位感知对前瞻行为的正向影响,即相对于高主动性人格的员工,主动性人格较低的员工更易受到由高参与人力资源实践导致的组织地位感知的正向影响,进而更多表现前瞻行为。     

包容型领导对员工创新行为的影响：基于组织和谐的中介作用及组织创新氛围的调节作用

员工创新行为是组织塑造竞争优势的重要环节。尽管已有研究表明领导风格能够对员工创新行为产生显著影响,但目前对于二者之间的作用机制和边界条件却知之甚少。文章基于国内新能源行业422名在职人员的有效调查问卷数据,构建并检验一个被调节的中介效应模型。实证研究结果表明：包容型领导对员工创新行为具有显著正向影响;组织和谐能够在包容型领导与员工创新行为关系中起中介作用;组织创新氛围在包容型领导和组织和谐之间起着正向的调节作用,组织创新氛围越强,包容型领导对组织和谐的影响程度随之增强。文章解释了包容型领导对员工创新行为的作用机理,不仅打开了二者之间的“黑箱”,也为员工在组织中如何有效增强创新行为提供了管理启示和对策建议。     

领导成员交换与员工创造力：情感机制的中介作用

情感是员工创造力的重要前因,而已有文献结论存在不一致,且未深入地探讨影响员工情绪的组织情境因素。文章依据情感事件理论,分析和检验了领导成员交换、积极/消极情感与创造力的关系,以及组织创造力支持感的调节作用。通过分析442对主管〖CD*2〗下属配对样本,结果表明：积极情感和消极情感在领导成员交换与创造力关系之间起部分中介作用;组织创造力支持感正向调节积极情感与创造力的关系,而对消极情感与创造力关系的负向调节作用不显著;最后,高的组织创造力支持感还调节积极/消极情感在领导成员交换与员工创造力关系间的中介作用。     

企业员工对组织变革的反应模型分析

企业在日常运作过程中不可避免地要经历一些组织变革,员工在对待组织变革时通常会有认知、情感和行为等三个层面的反应,每种反应又都有可能是积极的、中立的、消极的,或者是兼而有之的复合的反应。企业在实施组织变革时应当考虑员工对变革做出反应的进程,充分考虑影响该过程的因素,从而引导员工做出有利于变革的反应,促进组织变革的成功实施。     

A meta-analysis of the relationship between perceived organizational support and job outcomes: 20 years of research

Anecdotal comments from practitioners and extant empirical research suggests a tenuous link between perceived organizational support and desired employee outcomes. Accordingly, in this study the authors conduct a meta-analysis examining the effects of perceived organizational support on four employee outcomes: organizational commitment, job satisfaction, performance, and intention to leave. The authors also examine the extent to which these effects are moderated by job type (frontline vs. non-frontline employee). Findings from the study indicate that perceived organizational support has a strong, positive effect on job satisfaction and organizational commitment; a moderate, positive effect on employee performance; and a strong, negative effect on intention to leave. Study findings also indicate that the effects of perceived organizational support are more pronounced for non-frontline employees.     

Associations Between Organizational/Individual Factors and the Intentions of Employees

Abstract

This study of a university school foodservice operation examines whether a positive or negative association exists between the individual and organizational factors and the intentions to stay or leave the current job for foodservice employees or internal customers. The individual factors include job status, service length, age, education level, and job position. The organizational factors include several job characteristics, intrinsic motivation, formalization, participative decision-making and psychological stress. Job characteristics indicated a significant positive impact on university retention across the job characteristics of autonomy, feedback, dealing with others, and variety. The organizational factors of perceived formalization and participative decision-making also had a significant positive impact on university employee retention. The organizational factors of intrinsic motivation, task identity, and friendship opportunities did not have a statistically significant positive or negative impact on university employee retention yet had the directions of relationship that was expected. Finally, psychological stress had a negative impact on university employee retention. The article ends with suggestions for future research and limitations of the current study.     

企业社会责任对员工角色外行为的影响机制

文章旨在揭示企业社会责任对内部利益相关者的行为的影响效果及影响机制,为此,把员工角色外行为作为结果变量,把员工关于企业社会责任的共享知觉(企业社会责任)作为自变量,把员工对组织的信任(组织信任)作为中介变量,探讨企业社会责任对员工角色外行为的直接影响,以及组织信任在两者之间的中介效应。通过对80家企业的696名在职员工进行问卷调查,采用多层线性模型技术对样本数据进行统计分析,文章研究发现,员工关于企业自发责任(针对社会和非社会组织、消费者和员工的责任)的共享知觉对员工角色外行为有显著的影响,而且组织信任在两者关系中起部分中介作用,相反,员工关于企业基本责任(对政府的责任)的共享知觉对员工角色外行为的影响不显著,对组织信任的影响也不显著。基于研究结论,文章提出了相应的管理建议和未来的研究方向。     

Evidence-based recommendations for employee performance monitoring

From security cameras to GPS tracking systems, nearly 80% of organizations use some type of electronic performance monitoring (EPM). EPM uses technology to gather, store, analyze, and report employee behavior (e.g., productivity, use of company time, incivility). The objective, real-time data that EPM systems collect can be used for performance appraisal, training and development, logistical tracking, wellness programs, employee safety, and more. Despite the organizational benefits of EPM, these systems can have adverse effects on employee satisfaction, organizational commitment, fairness perceptions, and employee behavior. Research provides evidence, however, that these downfalls can be mitigated by implementing these systems with employee attitudes and privacy perceptions in mind. Using theory and empirical research evidence, we offer five recommendations for maximizing the positive effects and minimizing the negative effects of EPM: (1) Be transparent with employees about EPM use, (2) be aware of all potential employee reactions to being monitored, (3) use EPM for learning and development rather than deterrence, (4) restrict EPM to only work-related behaviors, and (5) consider organizational makeup when implementing an EPM system.     

Linking employee development activity,social exchange and organizational citizenship behavior

The authors examined ‘perceived beneficiary’ of employee development (self, organization) for relationships with employee development activity. Perceived organizational support served as a moderator. The authors conclude that employees may engage in development activities to partly benefit their organization to the extent that a positive exchange relationship exists. Correlational data also show that development behavior is related to organizational citizenship behavior, and this is particularly true for work‐related development activity. This research links employee development with social exchange and organizational citizenship, providing implications for both research and practice.     

The perceived effectiveness of democratic management,job performance,and citizenship behavior: evidence from a large Chinese state-owned petrochemical company

Democratic management, a unique union-based form of employee participation in China, is seldom studied in the employee participation literature. This paper investigates the associations between employees’ perceived democratic management effectiveness, employee job performance and organizational citizenship behavior (OCB), using 988 matching surveys of both workers and their supervisors in a state-owned petrochemical firm from the central region of China. We find that our measure of an employee’s perception of democratic management effectiveness is positively associated with an employee’s job performance and organizational citizenship behavior. However, the association between perceived democratic management effectiveness and employee performance is negative if the employee is a dispatch worker. Our interpretation of the findings suggests that an employee’s perception of democratic management effectiveness is a source of employee performance.