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论文编号：	12386
作者编号：	2120192903
上传时间：	2021/6/10 11:14:17
中文题目：	离职员工对原组织积极影响的分类研究 ——基于社会资本的视角
英文题目：	The Positive Effects Classification of Ex-employee on the Former Organization: From the Perspective of Social Capital Theory
指导老师：	袁庆宏
中文关键字：	离职员工；组织前成员；积极影响；社会资本；离职管理
英文关键字：	ex-employee; former organization; positive effects; social capital; ex-employee relationship management
中文摘要：	随着经济社会的发展和技术手段的进步，人力资源管理所面临的环境也在 发生改变。劳动力市场逐渐完善，组织与个体雇员之间终身雇佣越来越少见， 员工更倾向于在不同组织之间流动以此拓宽职业生涯发展的空间。随着离职现 象的日益频繁，离职对组织产生的影响也愈发深远，其已经引起学术界和实践 界的日益重视。 目前关于离职的研究已经相对完善，从离职的前因模型探索到离职对组织 造成的影响形成了较为完整的研究链条，但是随着社会环境尤其是通信技术的 发展，离职员工对原组织的影响也正在发生变化。但是现有关于离职的研究大 多都是将离职视为对原组织的破坏，是原组织人力资本的流失，而没有意识到 离职员工在另一个角度上可能是原组织潜在资源的一部分。因此，本研究所关 注的离职员工对原组织的积极影响结果及其形成机制，对离职相关理论和企业 实践具有一定价值。本研究力图拓展人力资源管理内涵与边界，丰富离职相关 理论，指导离职员工关系管理实践，为理论和实践发展提供积极的理论与实践 价值。 本研究通过文献回顾、半结构访谈、理论阐释和二手资料梳理等研究方法， 在开放系统的视角下梳理离职研究的相关进展，在社会资本理论的基础上，致 力于寻找新的理论创新点。首先，本研究通过质性访谈，识别了离职员工对原 组织的积极影响结果并将其抽象归纳为三种类型。其次，在重点挖掘相关文献 和理论的基础上，以社会资本理论的视角将离职员工及其社会关系视为原组织 未被利用和发掘的社会资本，从社会资本的结构、认知和关系三个维度分析离 职员工对原组织三类积极影响结果各自的形成机制。最后，针对每一类影响结 果，本研究从其影响机制出发，为企业提出针对性的管理建议，为企业提供了 针对离职员工价值激活的理论指导和实践策略。
英文摘要：	With the development of economy and society and the progress of technology, the environment of human resource management is also changing. With the gradual improvement of the labor market, lifelong employment between organizations and individual employees is becoming more and more rare, and employees tend to broaden the space for career development through the flow between different organizations. With the gradual increase of turnover rate, the impact of turnover on the organization is more and more far-reaching. As a more and more common phenomenon, turnover has gradually attracted the attention of people. At present, the research on turnover has been relatively perfect. It has formed a complete research chain from the antecedent model of turnover to the negative impact of turnover on the organization. However, with the development of society, especially communication technology, the impact of turnover on the former organization may also be changing. However, most of the existing researches on turnover regard turnover as the destruction of the former organization, which is the loss of human capital of the former organization. They do not realize that the ex-employees may be part of the potential resources of the former organization from another perspective. Therefore, this study focuses on the positive impact of the turnover employees on the former organization and its formation mechanism, which has a certain value for the relevant turnover theory and enterprise practice. This study tries to expand the connotation and boundary of human resource management, enrich the field of turnover and provide meaningful practical ex-employee management. Through literature review, second-hand data and semi-structured interviews, this study combs the relevant progress of turnover research from the perspective of open system, and tries to find the possibility of theoretical innovation on the basis of social capital theory. First of all, through semi-structured interviews, this study finally identifies the positive impact of the turnover employees on the former organization, and abstracts them into three types. Secondly, on the basis of mining relevant literature and theories, combined with the collection of second-hand data, from the perspective of social capital theory, this study regards the ex-employees as the unused and unearthed social capital of the former organization, and analyzes the formation mechanism of the three kinds of positive effects of the former organization from the three dimensions of social capital structure, cognition and relationship. Finally, starting from the influence mechanism of three positive impact results, aiming at each type of impact results, starting from the theory of social capital, this paper explores how to reduce the negative impact of resignation on the former organization, and give full play to the positive impact of the former organization, so as to provide theoretical uidance and practical strategies for enterprises to activate the value of the x-employees.
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