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论文编号：	11882
作者编号：	2120183007
上传时间：	2020/6/23 14:14:06
中文题目：	新员工组织社会化进程中领导授权赋能行为对员工敬业度的双重路径影响研究
英文题目：	Research on the Dual Path Effect of Leader Empowerment on Employee Engagement in the Socialization Process of New Employees
指导老师：	袁庆宏
中文关键字：	领导授权赋能行为;自我效能感;角色压力;调节焦点;新员工敬业度
英文关键字：	Leadership Empowerment Behavior; Self-efficacy; Role Pressure; Focus Adjustment; New Employee Engagement
中文摘要：	随着组织间竞争的加剧，新员工作为组织的新生力量，对组织的发展有着极 为重要的作用。但新员工进入组织后，在组织社会化进程中，出现了一些新员工 适应组织较快，投入度高，而一些新员工无法适应，导致敬业度降低的现象。新 员工的敬业度与其工作绩效表现以及离职意向息息相关，影响新员工敬业度的 内在因素是组织社会化中应重点关注的问题。 领导作为对新员工影响较大的角色，在新员工组织社会化中起到了至关重 要的作用。领导授权赋能行为作为一种与时俱进的领导行为，对新员工敬业度产 生的影响需要进行探究。过往研究中对领导授权赋能行为的探究多为探究正向 影响机制，但领导授权赋能行为的影响是多方面的，会由于授权对象、授权方式、 授权时间等方面的不同产生不同的结果。这种影响一方面会通过影响员工的自 我效能感，对敬业度产生影响;另一方面也会对新员工的角色压力产生作用，进 一步影响敬业度。目前在领导对员工影响的研究中发现能够产生的影响与员工 的认同及自我概念有关，领导者可以唤起员工不同的自我概念从而对其施加影 响。而在领导与下属自我概念关系间，调节焦点作为一种个体特质，也是研究应 该重点关注的方面。 因此，本文首先通过系统的文献梳理工作及理论分析，构建了一个有调节的 中介模型，认为领导授权赋能行为可通过自我效能感及角色压力的中介作用影 响员工敬业度，并且员工的调节焦点会在其中起到调节作用。本文旨在对以下方 面做出贡献:一，对领导授权赋能行为与员工敬业度间内在关系进行探究，构建 双路径模型，从正负向两个角度进行内在机理分析;二，探索员工特质调节焦点 对上述过程的调节影响，试图从员工动机与特质两个角度，厘清员工“我能行” 与“我愿意”两方面对领导授权赋能行为的反应。通过对275份新员工的实证数 据调查与检验发现，自我效能感在领导授权赋能行为与员工敬业度之间发挥完 全中介作用;角色压力在领导授权赋能行为与员工敬业度之间发挥部分中介作 用;促进型调节焦点与防御型调节焦点在其中起到显著调节作用。
英文摘要：	As competition between organizations intensifies, new employees, as the new force of the organization, play an extremely important role in the development of the organization. However, after new employees entered the organization, in the process of socialization of their organizations, some new employees appeared to adapt to the organization faster and have a higher degree of investment, while some new employees were unable to adapt, resulting in a decrease in engagement. The engagement of new employees is closely related to their work performance and turnover intention. The internal factors that affect the engagement of new employees are the issues that should be focused on in the socialization of organizations. As a role that has a greater impact on new employees, leadership has played a vital role in the socialization of new employee organizations. Leadership empowerment behavior is a leadership behavior that advances with the times, and its impact on the engagement of new employees needs to be investigated. In the past research, the investigation of leadership empowerment behavior is mostly to explore the positive influence mechanism, but the influence of leadership authorization empowerment behavior is multi-faceted, which will produce different results due to different authorization objects, authorization methods, authorization time, etc. . On the one hand, this influence will affect the degree of engagement by affecting the self-efficacy of employees; on the other hand, it will also affect the role pressure of new employees and further affect their engagement. At present, in the study of the influence of leadership on employees, it is found that the impact can be related to employee identification and self-concept. Leaders can evoke different self-concepts of employees and exert influence on them. As for the relationship between leadership and subordinate self-concept, adjusting focus as an individual characteristic is also an aspect that research should focus on. Therefore, this paper firstly builds a regulated intermediary model through systematic literature combing work and theoretical analysis, and believes that leadership empowerment behavior can affect employee engagement through the intermediary effect of self-efficacy and role pressure, and the focus of employee regulation Will play a regulatory role in it. This article aims to contribute to the following aspects: First, explore the internal relationship between leadership empowerment behavior and employee engagement, build a dual path model, and analyze the internal mechanism from two perspectives; The adjustment effect of the above process attempts to clarify the employee's "I can do" and "I will" response to leadership empowerment behavior from two perspectives of employee motivation and characteristics. Through the investigation and inspection of 275 new employees' empirical data, it was found that self-efficacy played a full intermediary role between leadership empowerment behavior and employee engagement; role pressure played a part between leadership authorization empowerment behavior and employee engagement. Intermediate role; promoted and defensive regulatory focus plays a significant regulatory role in it. As competition between organizations intensifies, new employees, as a new force in the organization, play an extremely important role in the development of the organization. However, after new employees entered the organization, in the process of socialization of their organizations, some new employees appeared to adapt to the organization faster and with a higher degree of investment, while some new employees could not adapt, resulting in a decrease in engagement. The engagement of new employees is closely related to their work performance and turnover intention. The internal factors that affect the engagement of new employees are the issues that should be focused on in the socialization of organizations.
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