试析知识型员工的心理契约管理

知识型员工是企业中重要而特殊的群体,他们处于支配、管理、运用企业内其他资源的主导性地位。对于知识型员工来说,他们能否有效地工作,是否会对企业及其经营目标萌生出责任感、忠诚心和热情,以及他们能否从自己工作中得到满足感,在很大程度上取决于组织与他们之间心理契约的实现程度。因此,如何有效地管理知识型员工的心理契约就成了企业亟待解决的一个重要问题。本文从心理契约的概念及特点入手,通过分析知识型员工的需求,提出了知识型员工心理契约的管理对策。     

略论基于心理契约的知识型员工的管理

心理契约是现代企业与知识型员工关系和谐的心理纽带，也是企业可持续发展的重要因素。文章从心理契约概念入手，分析心理契约对实现企业人本管理的重要意义，并对企业知识型员工管理提出一些建设性对策和建议，使企业的发展目标与知识型员工期望在一定程度上趋于协同。     

员工心理契约与组织绩效管理关系的浅层分析

组织员工是否有效地工作,是否会对组织及其长远的发展目标产生责任感、忠诚心和热情,以及他们能否从自己工作中得到满足感,在很大程度上取决于组织对员工的绩效管理方式。本文通过对员工心理契约与员工绩效的关系进行分析,探讨基于员工心理契约如何进行有效的绩效管理这样一个过程。     

心理契约视角下新生代员工敬业度研究

新生代员工作为企业不可忽视的人力资源群体,其敬业程度对企业绩效目标的实现具有重要影响作用。但是,由于新生代员工不同的成长环境和特点,又在一定程度上增加了企业人力资源管理的难度。新生代员工的敬业度受到较多因素的影响,其中心理契约的作用不容忽视。本文基于心理契约和敬业度理论,针对企业新生代员工敬业度现状,结合其心理契约的类型和特点,分析心理契约与敬业度相互作用机制,探讨提升新生代员工敬业度的相关策略。     

房地产企业知识型员工工作压力对心理契约的影响

知识型员工已成为房地产企业发展的生力军。在转型背景下,市场竞争加剧势必牵动组织变革,影响员工的工作压力与心理契约,通过工作压力干预的途径管理心理契约,有助于企业战略部署。本文发现房地产企业知识型员工的心理契约由交易、责任与发展三维构成,工作压力负向影响交易维度,正向影响责任维度,不影响发展维度,影响力随人口统计特征的变化有所差异。最后探索工作压力与心理契约维度的匹配模型,提出对心理契约管理的对策建议。     

基于心理契约的知识型员工流动管理

随着知识经济时代的到来,企业越来越认识到知识型员工管理的重要性。与非知识型员工相比,知识型员工在个人特质、心理需求、价值观念及工作方式等方面有着诸多的特殊性。对于知识型员工的管理,企业应当通过构建良好的心理契约达到企业与知识型员工的双赢。文章分析了知识型员工的特点,并提出了对知识型员工进行心理契约管理的必要性,进而在阐述知识型员工心理契约的构成以及心理契约违背对于知识型员工流失的影响的基础上,探讨了对知识型员工进行心理契约管理、减少人才流失的对策。     

基于心理契约开展工会工作的思考

心理契约是存在于员工与企业之间的隐性契约,其核心是员工向组织付出以及由此应从组织中得到回报的感知,它对员工忠诚度和工作积极性产生了重要影响。因此在开展工会工作过程中,应该考虑到心理契约,通过奠定心理契约的基础,动态更新心理契约,提供成长型心理契约的环境,保证心理契约的健康发展,最终构建和谐劳动关系,形成企业与员工都满意的双赢局面。     

以人为本 实现和谐发展

企业是社会中的经济组织，它的成长与发展永远处于一个动态的过程之中。在这一过程中。企业人力资源的物理状态和心理状态也都处于一个不断流变的过程中。如果企业能够与员工始终达成并维持一份动态平衡的“心理契约”，将会保障企业人力资源有效地长期为企业发展服务。“心理契约”不是一种有形的契约。企业的成长与员工的发展都在不断变动，难以用一纸僵化的文本加以载明，但是只要企业与员工仍然能找到各自需求的交点，企业能清楚每个员工的发展期望。并加以满足；同时每一位员工也坚信企业能实现他们的期望，而努力为企业发展做出贡献，这～契约就始终发挥着有形契约的作用，实现公司与员工的和谐发展。因此，共建并维护“心理契约”成为人力资源管理体系建设的工作中心，也是企业文化建设的价值所在。     

隐规则对中小企业绩效考核影响初探

中小企业绩效评估的目的是考察和评定员工对职位职责的履行程度，根据其业绩，判断员工是否有效地履行职责，发现绩效考核过程中存在的问题，查找员工工作能力与岗位之间存在的差距，落实企业和员工的劳动合同以及心理契约。     

企业高管的心理契约

心理契约最早是用来描述员工和企业双方不成文的、内隐的契约或相互期望,后来把它界定为员工和企业双方对相互责任的信念,具体体现为双方对相互责任义务的主观约定。心理契约可以分为两大类：交易型心理契约和关系型心理契约。它们在关注点、时间框架、稳定性、范围和明确程度上存在差异。交易型心理契约追求经济的、     

Does contingent pay encourage positive employee attitudes and intensify work?

This article explores the relationships between three dimensions of contingent pay – performance‐related pay, profit‐related pay and employee share‐ownership – and positive employee attitudes (job satisfaction, employee commitment and trust in management). The article also examines a conflicting argument that contingent pay may intensify work, and this can detract from its positive impact on employee attitudes. Of the three contingent pay dimensions, only performance‐related pay had direct positive relationships with all three employee attitudes. Profit‐related pay and employee share‐ownership had a mix of negative and no significant direct relationships with employee attitudes, but profit‐related pay showed U‐shaped curvilinear relationships with all three employee attitudes. The results also indicated that performance‐related pay is associated with work intensification, and this offsets some of its positive impact on employee attitudes.     

服务员工品牌内化及影响因素的探索性研究

随着服务经济和体验经济的发展，服务企业面临的市场竞争日趋激烈，服务品牌的建设已经成为品牌管理的一个新兴主题。对于服务企业而言，构建强势品牌不仅仅在于品牌的外部传播，必须从平衡的视角，致力于品牌的内部建设，通过与顾客接触的员工的品牌态度和行为，塑造良好的品牌形象。本研究基于扎根理论对服务员工品牌内化及其影响因素进行了探索性研究，通过文献分析和质性研究相结合的方法，构建了服务员工品牌内化的概念模型。研究认为服务员工品牌内化体现在服务员工品牌态度和品牌行为两个层面，驱动服务员工品牌内化的要素包括品牌形象、品牌定位和工作特征三个方面，研究为服务员工品牌内化的定量研究打下了坚实的基础，对品牌管理具有重要的实践意义。     

The nature of employee engagement: rethinking the employee–organization relationship

Research interest in the new concept of employee engagement has grown dramatically in recent years. Employee engagement represents a work-related state of mind characterized by feelings of vigor, fulfillment, enthusiasm, absorption and dedication. However, scholars are still ambivalent about its theoretical contribution to explaining the employee–organization relationship. The goal of the study is to strengthen the theoretical foundation of the employee engagement concept in light of this relationship. We first compared employee engagement to other close concepts such as psychological empowerment and psychological contract. We then examined its contribution to the explanation of work centrality over and above psychological empowerment and psychological contract. Our study is based on an interactive sample of 593 employees from both private and public organizations in Israel. Our findings demonstrate that employee engagement is distinct from psychological empowerment and psychological contract and has an incremental value for work centrality over and above psychological empowerment and psychological contract. Implications of our findings are discussed the light of the employee–organization relationship.     

员工多样性对组织绩效的积极作用

员工是组织发展的关键,随着经济全球化的发展,组织招聘的员工愈加多样化,员工多样性成为了组织管理中的一大重点。国内外越来越多的学者探究员工多样性对团队绩效的作用,但尚未得到一致的结论。论文分析了员工多样性的含义、对组织的积极意义、当前组织管理中存在的挑战以及发挥员工多样性优势的创新性措施。     

A model of employee responses to drug-testing programs

Testing employees for drug use is an increasingly widespread organizational response to the problem of employee drug abuse. Despite this, little attention has been given to its effects on employee attitudes and behavior. This paper reviews the issue of drug testing in industry, provides a theoretical model of employee perceptions of and responses to drug-testing programs, and offers an agenda for future research directions.     

企业营销高层人才招聘甄选策略失效研究——基于心理契约视角

心理契约的破裂能够解释企业营销高层人才招聘甄选策略失效的原因。在企业和员工解决了"能岗匹配"问题后,企业未能留住营销高层人才说明其招聘甄选策略存在失效,原因在于双方的"雇员接触点"管理工作出现了失效。交易型心理契约和关系型心理契约的破裂说明企业"雇员接触点"管理的失效;雇员未能"本组织化"和职业经理人精神的缺失说明员工"雇员接触点"管理的失效;在营销高层人才招聘甄选途径上,通过内部培养方式选聘的人才与企业心理契约的破裂风险小于外部引进的方式。     

Mapping the relationships between high-performance work systems,employee resilience and engagement: a study of the banking industry in China

Abstract

There is now growing interest in employee resilience in the organizational context and its contribution to organizational performance. However, little is known the extent to which high-performance work systems (HPWS) contributes towards enhancing employee’s resilience as well as their levels of engagement. This study examines the relationships among HPWS, employee resilience and engagement, using a sample of 2040 employees in the Chinese banking industry. Drawing on the job demands-resources model and strategic/high-performance human resource management theory, we develop three hypotheses to test the relationship between HPWS and employee resilience, resilience and employee engagement, and the mediating effect of resilience on the relationship between HPWS and engagement. All hypotheses are supported and suggest that HPWS can be used as a job resource to positively affect resilience and subsequently employee engagement. The key message of the paper is that employee resilience can be viewed as a set of skills and attributes that can be developed through the effective use of HPWS to benefit both individuals and the organization.     

Optimal multiple stopping models of reload options and shout options

The reload provision in an employee stock option entitles its holder to receive one new (reload) option from the employer for each share tendered as the payment of strike upon the exercise of the stock option. The number of reloads allowed can be finite or infinite. The shout feature in a call option allows its holder to reset the option's strike price to the prevailing stock price upon shouting. We explore a symmetry relationship between the price functions of the employee reload options and shout call options. When the dividend yield of the underlying stock is zero, the value of the employee reload option can be expressed in terms of the price functions of a shout call option and a forward contract. For an employee reload option with an infinite number of allowable reloads, the payoff of the employee reload option can be related to the lookback feature of the stock price process. We also examine the optimal exercise policies of the multi-reload employee stock options. The behavior of the critical stock price at which the holder should exercise optimally is shown to depend on the relative magnitude of the dividend yield, interest rate and volatility. Our analysis of the multi-reload and multi-shout options contributes to the literature on optimal stopping policies of contingent claims with multiple stopping rights.     

Reducing employee turnover through customer contact center job quality

Despite the rapid growth of customer contact centers (CCCs), high-quality jobs for employees of such centers remain a challenge, as evidenced by the high employee turnover rates in this industry. This study, therefore, conceptualizes and operationalizes a CCC job quality construct to determine its impact on job satisfaction, affective commitment and employee turnover, using a sample of 577 CCC employees of B2C service industry organizations in the Netherlands. An extensive quantitative study using structural equation modeling reveals that CCC job quality has a direct, positive impact on job satisfaction and affective commitment and a strong indirect negative effect on employee turnover. Thus, job quality is crucial for reducing employee turnover rates; this study offers managers clear guidelines on how to improve that quality.     

The influence of financial participation and participation in decision-making on employee job attitudes

This study investigates the direct and indirect effects of financial participation (FP) and participation in decision-making (PDM) on employee job attitudes. The central premise is that both financial participation and participation in decision-making have effects on job attitudes, such as integration, involvement and commitment, perceived pay equity, performance-reward contingencies, satisfaction and motivation. After reviewing the theoretical and empirical literature and testing two theoretical frameworks, developed by Long (1978a) and Florkowski (1989), a new model was constructed to consider a combined effects of both FP and PDM, herein referred to as employee participation (EP). The underpinning of the model is based on the assumption that both (a) the combination of financial participation and participation in decision-making (‘employee participation’), and (b) participation in decision-making produce favourable effects on employee job attitudes. The test of the new model showed that employee participation does not produce more favourable effects on employee job attitudes, than does participation in decision-making on its own. The data were gathered from a questionnaire study administered in a large British retail organization that operates two types of ownership schemes – profit-sharing and SAYE schemes.