联系我们

论文查询结果	返回搜索

论文编号：	11706
作者编号：	1120170896
上传时间：	2020/6/19 20:57:37
中文题目：	时间压力和绩效压力对知识型员工创造力的影响研究
英文题目：	Effects of Time Pressure and Performance Pressure on Creativity of Knowledge Workers
指导老师：	于斌
中文关键字：	时间压力；绩效压力；知识型员工；创造力
英文关键字：	Time Pressure; Performance Pressure; Knowledge Worker; Creativity
中文摘要：	随着经济不确定性加剧和全球经济发展形势的不断变化，技术更新速度日益加快、新产品开发时间逐渐缩短，我国进入转型升级的新时期，“以创新谋发展”明确了创新的必要性和紧迫性。创造力作为创新的重要组成部分与核心内容，被认为是21世纪组织领导或适应变化的关键能力，是组织生存和发展的必要条件，也是社会健康繁荣的关键因素。因此，新时代背景下员工创造力备受关注。 然而在企业不断“提速”的情况下，员工也经历了更大的工作压力，如时间压力和绩效压力，为员工和组织带来沉重的负担。德国一项35000人的时间使用情况调查数据显示，47.3%的个体处于时间匮乏的处境当中；时间压力是造成美国人生活质量下降的重要原因；中国社会科学院发布的《2011年度中国家庭幸福感调查报告》指出，52%的个体认为过高的时间压力是导致不幸福的重要原因；2015年，领英公司（LinkedIn）发布的《2014中国职场压力报告》中显示，超过70%的从业者感到工作压力大；2018年《都市人压力调查报告》指出，30.24%的被调查者每天感受到多次压力，43.3%的被调查者认为他们面临的压力非常之大，以致于感觉自己难以承受，且60-80%的门诊病人都与压力有关，甚至会引起心理健康疾病（如抑郁、创伤后应激障碍和病理性衰老）和可能致死的躯体疾病（如心脏病、癌症或中风）。研究表明，员工经历的工作压力越大，产品开发的创造力越差，过高的工作压力导致专业员工创造力急剧下降，仅为正常情况的50%。此外，为了在瞬息万变的环境中保持竞争力，组织和员工需要不断地改善绩效结果，因此员工的绩效压力逐渐增加。研究显示，美国雇主每年在工作压力方面支出的组织成本超过3000亿美元。 可见，时间压力和绩效压力与创造力之间的关系需要引起关注并进行研究。因此，本文的目的是实证检验工作压力（时间压力和绩效压力）对知识型员工创造力影响的中介机制并扩展其边界条件。 本文采用横断面的研究设计，对400余名知识型员工进行调查，分别实证检验了时间压力对员工创造力的影响（研究一）和绩效压力对员工创造力的影响（研究二）。在研究一中，我们调查了知识型员工的时间压力、员工创造力、挑战-威胁评估和认知灵活性与认知持续性以及组织承诺，用以检验时间压力影响员工创造力的中介机制和边界条件。在研究二中，我们调查了知识型员工的绩效压力、员工创造力、挑战-威胁评估和认知灵活性与认知持续性，并调查了不确定性规避和领导-成员交换关系，以检验绩效压力影响员工创造力的中介机制和边界条件，进一步检验工作压力对员工创造力的影响机制并扩展其边界条件。 研究结果显示，压力的交互模型与创造力的双重路径模型，可以解释工作压力（时间压力和绩效压力）对知识型员工创造力影响的中介机制。工作压力（时间压力和绩效压力）与员工创造力正相关；工作压力（时间压力和绩效压力）与挑战性评估正相关，认知灵活性与员工创造力正相关，且挑战性评估与认知灵活性呈正相关关系，灵活性路径成立，即工作压力（时间压力和绩效压力）→挑战性评估→认知灵活性→员工创造力；工作压力（时间压力和绩效压力）与威胁性评估正相关，认知持续性与员工创造力正相关，且威胁性评估与认知持续性呈正相关关系，持续性路径成立，即工作压力（时间压力和绩效压力）→威胁性评估→认知持续性→员工创造力。在时间压力下，随着组织承诺的提高，威胁性评估与认知持续性之间的正相关关系增强。在绩效压力下，随着不确定性规避倾向的增加，威胁性评估与认知持续性之间的正相关关系减弱；但随着领导-成员交换质量的提高，挑战性评估与认知灵活性之间的正相关关系以及威胁性评估与认知持续性之间的正相关关系均增强。 因此，我们得出结论：当工作压力（时间压力和绩效压力）被评估为挑战时会刺激认知灵活性，从而在“广度”上对员工创造力产生积极影响；当工作压力（时间压力和绩效压力）被评估为威胁时可以刺激认知持续性，从“深度”上对员工创造力产生积极影响。且时间压力下，组织承诺正向调节威胁性评估与认知持续性之间的关系，因此，高组织承诺有利于员工“啃硬骨头”；绩效压力下，不确定性规避负向调节威胁性评估与认知持续性之间的正相关关系，而交互项与认知持续性正相关，但不具有差异显著性；领导-成员交换正向调节挑战性评估与认知灵活性之间的正相关关系和威胁性评估与认知持续性之间的正相关关系，因此，高质量领导-成员交换有利于员工创造力的提高。
英文摘要：	With the increasing uncertainty of the economy and the changing situation of global economic development, the speed of technological updating is accelerating and the time of new products’ development is gradually shortened. And China has entered a new period of transformation and upgrading. “Seeking development by innovation” has clarified the necessity and urgency of innovation. Creativity, as an important part and the core of innovation, is regarded as the key ability of organization to lead or adapt to changes in the 21st century. It is necessary for organizational survival, development and even success. Also, it is a critical factor for social health and prosperity. Therefore, in the new era, employee creativity calls for attention increasingly. However, under the circumstance that the enterprise keeps “speeding up”, employees also experience greater work stress, such as time pressure and performance pressure, which has burdened employees and organizations. Data from a survey on time use of 35,000 German showed that, 47.3% of the individuals were in a situation of time shortage. And time pressure is an important cause of the decline in the quality of life of Americans. According to the Report of 2011 Chinese Family Happiness Survey published by the Chinese Academy of Social Sciences, 52% of individuals believe that excessive time pressure is an important cause of their unhappiness. According to the 2014 Chinese Workplace Stress Report by LinkedIn in 2015, more than 70% of workers feel stressed at work. The Report of Urbanite Pressure Survey in 2018 showed that, 30.24% of the respondents reported many times of pressure experience every day, and 43.3% of the urbanite believed they are faced with pressure overmuch, and even unbearable. Besides, 60-80% of the outpatients were associated with pressure. More seriously, it may cause mental health diseases such as depression, post-traumatic stress disorder and pathological aging, as well as physical disease which may lead to death such as heart disease, cancer and stroke. Moreover, the higher the work pressure, the worse the creativity of product development. And the excessive work pressure reduced the creativity of professional employees for 50%. In addition, to gain and keep competitive in a rapidly changing environment, organizations and employees are required to improve performance outcomes constantly, which increases performance pressure on employees. Studies show that, work pressures cost American employers more than $300 billion annually. So that the relationship between time pressure and performance pressure and creativity attracts attention and research. Therefore, the purpose of this dissertation is to examine the mediation mechanism and extend boundary conditions of the influence of work stress (time pressure and performance pressure) on creativity of knowledge worker empirically. This dissertation adopts a cross-sectional research design to investigate more than 400 knowledge workers, and test the influence of time pressure on employee creativity (Research One) and performance pressure on employee creativity (Research Two). In the Research One, we investigated time pressure, employee creativity, challenge-threat appraisal as well as cognitive flexibility and cognitive persistence of knowledge workers. We also surveyed their organizational commitment. So we can test the influencing mechanism and boundary condition between time pressure and employee creativity. In the Research Two, however, we investigated performance pressure, employee creativity, challenge-threat appraisal as well as cognitive flexibility and cognitive persistence of knowledge workers. We also surveyed their uncertainty avoidance and leader-member exchange. So we can test the influencing mechanism and boundary condition between performance pressure and employee creativity. We further test the influencing mechanism between work stress and employee creativity, extending their boundary conditions. The results show that the Transactional Models of Stress and the Dual Pathway to Creativity Model can explain the mechanism of the influence of work stress (time pressure and performance pressure) on employee creativity. Work stress (time pressure and performance pressure) is positively correlated with employee creativity. Work stress (time pressure and performance pressure) is positively correlated with challenge appraisal; cognitive flexibility is positively correlated with employee creativity, and challenge appraisal is positively correlated with cognitive flexibility. Therefore, flexible pathway is established. That is work stress (time pressure and performance pressure) → challenge appraisal → cognitive flexibility → employee creativity. Work stress (time pressure and performance pressure) is positively correlated with threat appraisal; cognitive persistence is positively correlated with employee creativity, and threat appraisal is positively correlated with cognitive persistence. Therefore, persistent pathway holds. That is work stress (time pressure and performance pressure) → threat appraisal → cognitive persistence → employee creativity. Moreover, under time pressure, when the increase of organizational commitment is high than low, the relationship between threat appraisal and cognitive persistence is more positive. Under performance pressure, when the uncertainty avoidance tendency is low than high, the relationship between threat appraisal and cognitive persistence is more positive. Also, when the quality of leader-member exchange is high than low, the relationship between challenge appraisal and cognitive flexibility is more positive, as well as the the relationship between threat appraisal and cognitive persistence. We conclude that when work stress (time pressure and performance pressure) is appraised as a challenge, it stimulates cognitive flexibility. And there is a positive impact on employee creativity from “breadth”. When appraised as a threat, work stress (time pressure and performance pressure) stimulates cognitive persistence and promote employee creativity from “depth”. Moreover, under time pressure, organizational commitment positively moderates the positive relationship between threat appraisal and cognitive persistence. And higher levels of organizational commitment is good for employees to “bite the bullet”. Under performance pressure, uncertainty avoidance moderates the relationship between threat appraisal and cognitive persistence negatively; leader-member exchange moderates the relationship between challenging appraisal and cognitive flexibility, as well as the relationship between threat appraisal and cognitive persistence positively. Therefore, high quality of leader-member exchange benefits the improvement of employee creativity.
查看全文：	预览  下载(下载需要进行登录)