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论文编号：	14747
作者编号：	1120191068
上传时间：	2024/6/7 16:38:09
中文题目：	公共图书馆员工组织公平感对工作绩效的影响机制研究
英文题目：	Research on the Influence Mechanism of Organizational Justice on the Job Performance of Public Library Employees
指导老师：	徐建华
中文关键字：	公共图书馆员工；组织公平感；工作绩效；影响机制；混合方法
英文关键字：	public library employee; organizational justice; job performance; influence mechanism; mixed method
中文摘要：	公共图书馆在社会发展过程中发挥着重要作用，是不可忽视的公共文化服务机构。人力资源是公共图书馆事业的基石，是提升公共图书馆发展动力的第一要素，人力资源管理是现代图书馆管理体系的核心，员工个人的工作绩效水平直接影响组织整体效能水平的高低。然而，目前大多数公共图书馆组织对人力资源的激励措施缺乏对公平性的平衡，公共图书馆员工对工作场所中公平问题的重视使得组织有必要平衡人力资源管理中的公平性问题，以此增强员工对工作场所公平性的积极感知和认同，进而驱动员工工作绩效和组织成效的提升。 由于组织公平感对工作绩效的价值，学术界对二者之间的关系较为关注并已形成一定研究成果，从单变量的研究到前因变量和结果变量的研究，到两变量之间的作用关系研究，再到近年来逐渐涉及少数中介变量、调节变量的研究，均为本研究奠定了基础。但目前的研究仍旧存在一些不足：一方面，图书馆员工组织公平感问题得到的关注较少，尤其是针对公共图书馆员工这一群体的研究成果较少；另一方面，组织公平感对工作绩效的影响机制分析不足，对引入中介变量或调节变量深入揭示组织公平感对工作绩效影响的内在机制重视不足。总的来说，通过梳理已有文献，发现目前仍缺乏一个完整框架考察组织公平感对工作绩效的作用路径和边界条件，已有的研究多是两两关系的分段式研究，将组织公平感对工作绩效的作用路径和边界条件纳入同一个体系，深入探究影响作用机理的研究还较为少见。 本研究在总结前人研究成果的基础上，结合社会交换理论、公平理论，构建组织公平感对公共图书馆员工工作绩效的影响机制概念模型，通过逻辑演绎和理论推导，分析变量间的影响关系，即分析组织公平感对工作绩效的影响作用，工作满意度的中介作用，交换意识和权力距离的调节作用，并提出研究假设，对研究进行顺序性解释设计，采用混合方法收集定量数据和定性数据检验相关研究假设，具体过程为：首先通过问卷调查法收集定量数据，验证相关研究假设，形成定量分析结果；其次，通过访谈获取定性数据并对其分析，解释并验证定量阶段的研究结果，增加结论的可靠性和稳定性，以期得出适用于本土公共图书馆情境的一般性结论，在此基础上为公共图书馆人力资源管理实践提供理论性参考。 通过上述研究，主要结论如下：（1）公共图书馆员工组织公平感对任务绩效和周边绩效有显著正向影响；（2）工作满意度在组织公平感和工作绩效的关系中发挥部分中介作用，即组织公平感对任务绩效和周边绩效的正向影响，部分通过工作满意度得到了实现；（3）交换意识正向调节组织公平感与周边绩效、工作满意度的关系；（4）权力距离负向调节组织公平感与周边绩效之间的关系；（5）公共图书馆员工的组织公平感效应具有忍受、沉默等独特表现。 最后，本研究对公共图书馆中的人力资源管理提出建议：创建公平公正的内部氛围；健全考核制度以激励员工工作投入；重视员工工作满意度的管理；尊重员工个体价值观差异；注重员工不公平感的及时疏导。 本研究的创新点和价值主要体现在：以公共图书馆员工为研究对象，对组织公平感与工作绩效的关系研究进行了拓展，已有关于组织公平感与工作绩效的关系研究中，对中介机制的研究有一定积累，但对调节机制的研究较为缺乏，且少量存在于西方背景或其他行业背景，本研究深入研究公共图书馆员工组织公平感对工作绩效的影响机制，有助于丰富和拓展社会交换理论、公平理论的应用范围，拓宽权力距离和交换意识的应用范围，深化有关组织公平感对工作绩效影响关系的成果，推动相关理论的发展。通过混合研究的顺序性解释设计，定量与定性结合、理论与实践结合，为本研究结合实际工作情境对定量研究结果和模型进行解释和深化提供支持，使研究结论得到深化和拓展的同时，也使提出的管理建议具备现实意义，进而为公共图书馆管理者的人力资源管理实践提供参考。
英文摘要：	The public library plays an important role in social development and is a public cultural institution that cannot be ignored. Human resource is the cornerstone of public libraries and the first factor to promote the development of the library, and human resource management is the core of modern library management system. the job performance of employees directly affects the organizational overall performance level. However, at present, the organization's incentive measures for human resources lack the balance of justice, and the public library employees pay attention to the organizational justice in the workplace, which makes the organization need to pay attention to the justice of human resources management, enhance employees' positive perception and recognition of organizational justice, and then drive employees' job performance and organizational performance to improve. Because of the value of organizational justice to job performance, researchers pay more attention to the relationship between them and have formed certain research results, which have laid the foundation for this study, from the study of univariate to the study of antecedent variables and result variables, to the study of the relationship between the two variables, and then to the study of a few mediator variables and moderator variables gradually in recent years. However, there are still some shortcomings in the current research: on the one hand, the issue of organizational justice of library employees has received less attention, especially the research results of public library employees; On the other hand, there is insufficient analysis of the influence mechanism of organizational justice on job performance, and insufficient attention is paid to introducing mediator variables or moderator variables to deeply reveal the internal mechanism of the influence of organizational justice on job performance. Generally speaking, by combing the existing literature, it is found that there is still a lack of a complete framework to investigate the action path and boundary conditions of organizational justice on job performance. Most of the existing research is segmented studies of pairwise relationships, and the action path and boundary conditions of organizational justice on job performance are included in the same system, and it is rare to deeply explore the influence mechanism. Based on summarizing the previous research results, this study combines social exchange theory and equity theory to build an influence mechanism model of organizational justice on job performance. Through logical deduction and theoretical deduction, this study analyzes the influence relationship between variables, that is, the influence of organizational justice on job performance, the mediator role of job satisfaction, the moderator role of exchange ideology and power distance, and puts forward research assumptions and sequential explanatory design. The mixed method is used to collect quantitative data and qualitative data to test the research hypothesis. The specific process is as follows: firstly, the quantitative data is collected through a questionnaire survey to verify the relevant research hypotheses and form quantitative analysis results; Secondly, the qualitative data are obtained and analyzed through interviews, and the results of quantitative analysis are interpreted and verified to increase the reliability and stability of the conclusion, to form a general conclusion suitable for the situation of local public libraries, and on this basis, providing a theoretical reference for the practice of human resource management in public libraries. Through the above research, the main conclusions are as follows: (1) Public library employees' organizational justice has a significant positive impact on task performance and contextual performance; (2) Job satisfaction plays an mediator role in the relationship between organizational justice and job performance, that is, the positive influence of organizational justice on task performance and contextual performance is partly realized through job satisfaction; (3) Exchange ideology positively moderate the relationship between organizational justice and contextual performance, exchange ideology positively moderate the relationship between organizational justice and job satisfaction; (4) Power distance negatively moderate the relationship between organizational justice and contextual performance; (5) The public library employees' organizational justice has unique performance such as tolerance and silence. Finally, this study puts forward some suggestions on human resource management in public libraries: creating a fair and justice internal atmosphere; Improve the assessment system to motivate employees to work; Attach importance to the management of employees' job satisfaction; Respect the differences of individual values of employees; Pay attention to the timely guidance of employees' sense of injustice. The innovation and value of this study are as follows: taking public library employees as the research object, the research on the relationship between organizational justice and job performance has been expanded. In the existing research on the relationship between organizational justice and job performance, the research on mediate mechanism has accumulated to some extent, but the research on moderate mechanism is relatively lacking, and a small number of them exist in the Western background or other industry backgrounds. This study deeply studies the influence mechanism of organizational justice on job performance of public library employees. It is helpful to enrich and expand the application scope of social exchange theory and equity theory, broaden the application scope of power distance and exchange ideology, deepen the results about the relationship between organizational justice and job performance, and promote the development of related theory. The sequential explanatory design of mixed research, the combination of quantitative and qualitative data, and the combination of theory and practice, provides support for this study to explain and deepen the quantitative research results and models in combination with the actual work situation, which not only deepens and expands the research conclusions, but also makes the management suggestions put forward have practical significance and provides reference for the human resource management practice of public library managers.
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