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论文编号：	12675
作者编号：	2120192898
上传时间：	2021/6/20 21:44:54
中文题目：	工作场所乐趣对员工创新行为的影响机制研究
英文题目：	Research on the Influence Mechanism of Workplace Fun on Employees'' Innovative Behavior
指导老师：	刘俊振
中文关键字：	工作场所乐趣；员工创新行为；隐性知识共享；员工创新意愿
英文关键字：	workplace fun; employee innovative behavior; tacit knowledge sharing; employee willingness to innovate
中文摘要：	近年来，随着企业竞争的加剧，越来越多的企业开始更新管理模式，以期望 能够提高员工的活力，促进员工的产出，增强企业的竞争力。而当前，越来越多 的员工在选择工作时更加重视企业对员工的关怀情况，以及对员工精神需求的 满足。另外，随着时代的发展，步入企业的员工越来越年轻，这些新一代的员工 也更加重视多样化的、丰富的工作环境，多重因素叠加使得企业面临的管理压力 越来越大。面对这种现象，许多企业开始将“乐趣”移入管理模式，尝试在工作 场所中融入乐趣因素，为员工提供团队建设活动与旅游活动，允许员工个性化布 置工位，丰富工作场所中的设施，为员工提供充足的精神关怀。 然而，尽管企业是由于竞争压力与员工需求而对管理模式进行调整，企业最 终的目的还是为了提升自身的市场竞争力与可持续发展能力。高水平创新能力 是企业持续发展的重要前提，那么如何将这种全新的“乐趣管理”模式落到实处， 如何通过为工作场所增加乐趣来真正提高员工的创新水平，促进员工的创新产 出，对企业管理者来说是一个亟待思考的问题。当前，学界对工作场所乐趣的探 索主要以定义界定、内涵划分等为主，有关工作场所乐趣对员工创新行为作用机 制的探索较少。因此，探索工作场所乐趣与员工创新行为之间的关系便具有了一 定的理论意义与现实意义。 本研究从工作场所乐趣与员工创新行为之间的关系入手，同时探讨隐性知 识共享在其中的中介作用，以及员工创新意愿在其中的调节作用。本研究通过文 献回顾，对工作场所乐趣、员工创新行为、隐性知识共享与员工创新意愿的相关 研究进行了回顾，并基于情感事件理论和社会交换理论提出了研究假设。在此基 础上，通过问卷调查法与数据分析法，运用 SPSS22.0 和 Mplus7.0 对数据进行处 理分析。本研究主要得出如下结论：工作场所乐趣与员工创新行为之间存在显著 正相关关系；隐性知识共享在工作场所乐趣与员工创新行为之间起着中介作用； 员工创新意愿在隐性知识共享与员工创新行为之间起着正向调节作用。
英文摘要：	In recent years, with the intensification of corporate competition, more and more companies have begun to update their management models, hoping to increase the vitality of their employees, promote their output, and enhance their competitiveness. At present, more and more employees pay more attention to the company's care for employees and the satisfaction of employees' spiritual needs when choosing jobs. In addition, with the development of the times, the employees entering the company are getting younger and younger. These new generations of employees also pay more attention to a diversified and rich working environment. The superposition of multiple factors makes the management pressure on the company more and more severe. Faced with this phenomenon, many companies have begun to move "fun" into the management model, try to incorporate fun elements in the workplace, provide team building activities and tourism activities for employees, allow employees to personalize their workstations, enrich the facilities in the workplace, and provide employees with adequate spiritual care. However, although the company adjusts its management model due to competitive pressure and employee needs, the ultimate goal of the company is to enhance its market competitiveness and sustainable development capabilities. And high-level innovation ability is an important prerequisite for the sustainable development of an enterprise, so how to implement this brand-new "fun management" model, how to increase the level of innovation of employees by adding fun to the workplace, and promote their innovation output, for business managers, it is a question that needs to be considered urgently. At present, the academic circles' exploration of workplace fun is mainly based on definition, connotation, etc., and there is less exploration of the mechanism of workplace fun on employee innovative behavior. Therefore, exploring the relationship between workplace fun and employee innovative behavior has certain theoretical and practical significance. This research starts with the relationship between workplace fun and employee innovative behavior, and at the same time explores the mediating role of tacit knowledge sharing in it, and the moderating role of employees’ willingness to innovate. Through literature review, this research reviews related research on workplace fun, employee innovation behavior, tacit knowledge sharing, and employee innovation willingness, and puts forward research hypotheses based on emotional event theory and social exchange theory. On this basis, through the questionnaire survey method and data analysis method, using SPSS22.0 and Mplus7.0 to process and analyze the data. The main conclusions of this study are as follows: there is a significant positive correlation between workplace fun and employee innovation behavior; tacit knowledge sharing plays an intermediary role between workplace fun and employee innovation behavior; employee’s willingness to innovate plays a positive role in mediating the relationship between tacit knowledge sharing and employee’s innovative behavior.
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