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论文编号：	12538
作者编号：	2120192902
上传时间：	2021/6/15 14:27:14
中文题目：	离职员工对前组织遗留认同的性质识别和条件分析
英文题目：	The Analysis of the Nature of and Conditions for the Leavers’ Legacy Identification with Their Former Organization
指导老师：	袁庆宏
中文关键字：	离职员工；组织认同；遗留认同；认同维持；离职员工关系管理
英文关键字：	leaver; organizational identification; legacy identification; identification maintenance; relationship management of former employee
中文摘要：	对于当前的企业来说，员工离职是一种重要且常见的组织现象。在社会连通性不断增强的背景之下，处于社会网络之中的个人的价值和自主性相比以往来说得到了扩大，人们的价值观和职业观念也在发生变化，不再强调对一个组织的终身依附，而是期待更加开放和自主的关系，穿越组织之间的边界以寻找更多机会来实现个人的提升，员工与组织的基本关系变得不稳定。但员工在离开组织后仍然可以通过曾经建立的关系网络与组织之间保持联系并对组织产生影响。因此，离职员工对组织的持续性影响需要得到组织的关注。 目前对于组织认同以及离职员工的相关研究成果虽然已经十分丰富，但还存在理论空白。从组织认同的研究来看，大多数研究成果都论述了当组织成员在组织内部时，组织认同形成的前因和产生的后果，而缺少从离职员工的视角来看待组织认同跨越组织边界的延续；从离职研究来看，以往的研究主要聚焦于离职的前因探索，但对于员工在做出离职决策后以及离开组织后对原组织认知和情感态度上的变化却探讨甚少。因此，本研究从离职员工的视角来分析组织认同，聚焦于组织成员在离开组织之后遗留认同的维持是如何形成的，将离职员工的遗留认同作为主要研究对象。 本研究运用文献回顾、理论阐释和二手资料分析等方法，在对组织理论、离职研究、认同理论进行文献综述的基础上，识别出离职员工维持对原组织的遗留认同这一现象的性质特征，并分析了影响离职员工维持对原组织遗留认同的条件。首先，受开放系统组织理论的启发并结合认同理论的文献梳理，本研究通过理论推理认为遗留认同就是组织认同在组织边界之外的一种延续，具有连续性、变化性和多重性的特点，并分析出离职员工遗留认同的直接表现与间接表现，以此为基础对遗留认同的强度进行了四个层次的划分。其次，通过理论推导与二手资料的验证，本研究识别出影响离职员工维持对原组织遗留认同的个人、组织和情境三个方面的因素，并认为只有这三个因素共同具备才是形成强遗留认同的条件。最后，依据本研究所得出的结论，针对离职员工所流出的原企业，提出与离职员工关系管理相关的对策。
英文摘要：	Employee turnover is an important and common phenomenon for the enterprises nowadays. In the context of increasing social connectivity, the value and autonomy of individuals in the social network have been expanded compared with the past. The work values of employees are also changing. They no longer pursue a lifelong attachment to an organization, but look forward to a more open and independent relationship, and more opportunities to achieve their goals through the job hopping between different organizations. The basic relationship between employees and organizations has become unstable. However, after leaving the organization, employees can still keep in touch with the organization through the established relationship network and impact the former organization. Therefore, organizations should pay more attention to the continuous impact of the former employees. The research results of organizational identity and employee turnover have been fruitful, but there are still theoretical gaps. From the perspective of organizational identity, most of the research results have discussed the antecedents and consequences of organizational identity when members are still in the organization. However, there is a lack of the research of the former employees to discuss the continuity of organizational identity across organizational boundaries. For the turnover research, previous work mainly focused on the exploration of the antecedents of turnover. For employees who have made the decision to leave, however, there is little discussion on the changes of cognition and emotional attitude toward their original organization. Therefore, this study analyzes organizational identity from the perspective of resigned employees, focusing on how the maintenance of organizational members' legacy identification is formed after they leave the organization. Based on the literature review, theoretical explanation and second-hand data analysis, this study aims to identify the nature and characteristics of the phenomenon of former employees maintaining the legacy identification of their original organization, and analyze the relevant conditions that affect this phenomenon. First of all, inspired by the open system organization theory combined with the social identity theory, this study believes that legacy identification is a continuation of organizational identification outside the organizational boundary, which has the characteristics of continuity, variability and multiplicity. Based on the analysis of the direct performance and indirect performance of the employee's legacy identification, this study divides the degree of the legacy identification into four levels. Secondly, through theoretical analysis and verification analysis of second-hand data, this study identifies three factors that affect the legacy identification including individual, organizational and situational ones, believing that only the combination of these three factors can form strong degree legacy identification. Finally, on the basis of the above discussion, this paper puts forward countermeasures and suggestions for the enterprises.
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