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11.
组织承诺水平的高低直接决定了其工作绩效以及教师队伍的稳定性,但其受到诸多方面因素的影响,如教师个体因素、组织因素等。因而,应通过营造良好的校园文化,明确教师的职业生涯发展方向,建立以人为本的管理方式以及公平合理的绩效考核体系和薪酬制度等措施,提升独立学院教师的组织承诺水平。 相似文献
12.
Employment in the U.S. appears to be subject to two broad, conflicting influences. Foreign competition and declining productivity have resulted in the suggested development of a commitment strategy in employment relations. Current administration policy towards employment, it is argued, combined with prevailing, notions of employment-at-will are in essential, tension with international standards of employment security and the content of the new industrial relations policies advocated by human resource practitioners and researchers. 相似文献
13.
Xin Li;Fei Guo;Jiaqi Wang; 《Business Strategy and the Environment》2024,33(2):820-838
Nudging the amelioration of enterprise environmental performance is the micro-foundation for effectively enhancing resource utilization and realizing sustainable development. Based on the upper echelons theory, the characteristics and previous experiences of managers determine their strategic choices and then affect the behavior of enterprises at the whole social layer. Nevertheless, the literature concerning the effect of CEO green experience on enterprise environmental performance is void. To bridge this gap, this paper uses the data of China's A-share listed enterprises from 2010 to 2021 to empirically investigate the direct impact, influence mechanisms, and heterogeneities of CEO green experience on enterprise environmental performance. The study finds that CEO green experience can significantly promote the improvement of enterprise environmental performance. Based on the main effect, to exploring potential mechanisms behind the conclusion, we figure that environmental ethics commitment, environmental protection investment, and green technology innovation are the core mechanism approaches during the process of CEO green experience affects environmental performance. Heterogeneity analysis of CEO characteristics demonstrates that the green experience of female CEOs, older CEOs, and high educated CEOs both have a pronounced effect on ameliorating enterprise environmental performance. Furthermore, the positive effect of CEO green experience on environmental performance is more prominent in non-state-owned enterprises, heavily polluting industries, and regions with high environmental protection pressure. Besides providing an effective supplement for the research on managers and environmental performance, this paper also generates micro-empirical support for government departments to formulate and optimize environmental policies. 相似文献
14.
于红霞 《地质技术经济管理》2010,(8):30-35
经济与环境之间博弈一直是人们争论的焦点。根据争议的内容使用分类框架将相关文献分为4类加以分析研究,针对目前研究缺少实践指导的情况,提出基于价值分析的前瞻性环保投资决策方式,使用项目对价值的冲击和资源投入的灵活性两个指标来对前瞻性环保项目可行性进行判断,旨在通过为企业提供可操作性的投资指导,引导企业走适应自身特色的可持续发展之路。 相似文献
15.
16.
The purpose of this study was to explore the relationships between perception of multiple best practice HRM and employee outcomes. Four cross-sectional surveys from different Norwegian service organizations of a total of 838 employees showed that several relationships between perceived empowerment and perceived information sharing and employee outcomes were moderated by intrinsic motivation. Implications for practice and directions for future research are discussed. 相似文献
17.
Cross‐cultural researchers have recently argued the need to develop frameworks that can help a diversity of individuals overcome obstacles to work together productively. This study proposes that a co‐operative, compared to a competitive and an avoidance, approach to managing conflict can strengthen relationships between foreign managers and Chinese employees. These relationships in turn facilitate trust and job commitment. Using the critical incident technique, Chinese employees from mainland China were interviewed on their interactions with their American and Japanese managers. Results support the hypotheses that co‐operative, but not competitive or avoidance, conflict management helps employees and their managers develop quality relationships and strengthen trust and commitment. Co‐operative conflict management may be an important way to overcome obstacles and develop e fective relationships within and across cultural boundaries. 相似文献
18.
Stephen J. Wood Lilian M. de Menezes 《International Journal of Human Resource Management》2013,24(10):1575-1597
Research on family-friendly practices has concentrated on the predictors of their use, particularly from the perspective of either institutional theory or the high involvement or commitment management vogue. This paper first shows how such perspectives can be used to generate hypotheses about the link between family-friendly management and organizational performance. Second, the paper reports research designed to test these, using data from a national representative sample of workplaces across the British economy, the Workplace Employment Relations Survey of 2004 (WERS2004). The results support the high commitment thesis that family-friendly management will strengthen the relationship between commitment and key economic outcomes, as the relationships between workforce commitment and productivity or quality are stronger in organizations when friendly management is high, which is consistent with social exchange theory. Family-friendly management is not, however, related to the human resource outcomes of labour turnover and absenteeism. Nor does the study find support for the argument that its use in conjunction with high involvement management enhances the performance effects of both. Equally, there is no support for the hypothesis from the institutional thesis that family-friendly management has positive effects on the legitimacy of the organization. 相似文献
19.
The topic of green human resource management (HRM) has drawn increasing attention of HRM scholars in the past decade. Recent research has called for more studies to identify the antecedents of green HRM used in organizations and explore the mediating mechanisms through which green HRM is related to performance outcomes. This study represents an effort to address these research needs by examining the joint effects of chief executive officer (CEO) environmental belief and external pollution severity on the use of green HRM and testing the mediating role of employee environmental commitment in the relationship between green HRM and firm performance. Drawing upon data collected from multiple sources (i.e., survey data from chief executive officer (CEOs), chief financial officers (CFOs), HR managers and employees, and archival data from government statistics), we found that CEO's environmental belief is significantly related to the use of green HRM, especially for companies operating in locations with severer pollution. Green HRM in turn has a positive relationship with the firm's environmental and financial performances via employee commitment to the environment. The findings highlight the often-overlooked role of in the strategic HRM literature pertinent to environmental management and clarify the antecedents and influential mechanisms of green HRM at the firm level of analysis. We also discuss theoretical and practical implications in this study. 相似文献
20.
This study investigates the antecedents and consequences of organization‐level inclusion climate. A national sample of human resource decision‐makers from 100 organizations described their firms' formal diversity management programs; 3,229 employees reported their perceptions of, and reactions to, their employers' diversity management. Multilevel analyses demonstrate that identity‐conscious programs (programs that target specific identity groups) generate an inclusion climate. Moreover, the analyses provide evidence of multilevel mediation: In organizations with an inclusion climate, individual employees perceive the organization as fulfilling its diversity management obligations and respond with higher levels of affective commitment. This study represents an important step toward understanding how a shared perception of organizational inclusiveness develops and how inclusion climate facilitates the achievement of diversity management objectives. The findings also shed light on the important role of identity‐conscious programs in promoting organizational commitment within a diverse workforce. 相似文献