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论文编号：	14759
作者编号：	1120191066
上传时间：	2024/6/8 9:38:12
中文题目：	前员工价值回流行为的情境特征、概念结构与影响机制研究
英文题目：	Research on the Contextual Characteristics, Conceptual Structure, and Influencing Mechanism of Ex-employee Value Contribution Behavior
指导老师：	袁庆宏
中文关键字：	前员工价值回流行为；外联型价值回流行为；内属型价值回流行为；遗留认同；再入职行为
英文关键字：	Ex-employee Value Contribution Behavior; External-oriented Value Contribution Behavior; Internal-oriented Value Contribution Behavior; Legacy Identification; Boomerang Behavior
中文摘要：	传统观念通常将离职视为员工与组织关系的终结。然而，这一传统却忽略了前员工为原组织持续贡献价值的可能性。在员工离职常态化的趋势下，企业积累了庞大的前员工群体。随着时代的变迁和社会观念的演进，组织逐渐认识到前员工并非“不忠诚者”或“背叛者”，而是“企业校友”或“潜在的价值贡献者”。另外，信息网络时代背景为前员工与原组织关联的高效激活提供助力。在上述背景下，人力资源管理理念已超越了工业革命时代以来所确立的传统雇佣劳动制度，前员工价值回流已成为当代人力资源管理的重要课题。 当前关于前员工价值回流的研究，往往局限于对特定行业或企业的零散现象讨论，如律师事务所的业务拓展、时尚界的创新思维、会计师事务所的客户推荐、半导体行业的专利引用以及企业在技术标准制定中的影响力、某大型连锁超市的前员工再入职等。然而，这些研究具有如下不足：首先，既有研究多从宏观的原组织战略视角展开，缺乏从微观的前员工行为视角的研究。其次，尽管针对于特定行业或企业的研究详尽深入，但缺乏一个整合性的理论框架来系统解释前员工价值回流行为在何种情境下具有关注的必要。同时，也缺乏一个全面的理论框架来明晰前员工价值回流行为的概念结构。最后，关于前员工价值回流行为如何产生，缺乏一个全面的理论阐释。本研究聚焦于价值回流行为，提出前员工价值回流行为的概念，旨在回答三个问题：（1）前员工价值回流行为在什么样的情境特征下具有关注的必要性？（2）前员工价值回流行为概念的结构维度是什么？（3）前员工价值回流行为是如何产生的？ 为了回答上述三个问题，本研究开展了五个子研究。子研究一通过开展五次某高校商学院专业硕士的开放式问卷调研，收集到153份有效文本数据，并通过运用扎根研究法，构建了前员工价值回流行为情境特征的理论模型。研究发现，前员工价值回流行为的情境特征包括原企业共生性和前员工价值性两个方面。前者包含原企业的外部连通性和协同进化性，后者包括前员工的人力价值和社会价值两个方面。同样地，子研究二通过开展五次某高校商学院专业硕士的开放式问卷调研，收集到212份有效文本数据，并通过运用扎根理论的研究方法，构建了前员工价值回流行为概念结构的理论模型。本研究发现，前员工价值回流行为包括外联型价值回流行为和内属型价值回流行为，前者包括品牌代言行为（形象塑造行为、宣传推广行为、危机响应行为）、资源荐引行为（业务推荐行为、人才推荐行为、生产资料推荐行为）、合作支持行为（合作参与行为、友情支援行为、合作协调行为）和信息传递行为（信息分享行为、交流启发行为、建言行为）。后者指前员工再入职行为。子研究三依据科学的量表开发程序，通过题项开发、探索性因子分析、信度分析、验证性因子分析、聚合效度和区分效度检验、法则效度检验等过程，编制了具有良好信效度的前员工外联型价值回流行为量表。子研究四根据社会身份认同理论，构建了前员工外联型价值回流行为的影响机制模型，并使用259个样本的两时点问卷调查数据进行假设检验。研究发现原企业声望和内部人身份感知通过遗留认同对前员工外联型价值回流行为产生影响。子研究五通过运用扎根理论的研究方法，对304例网络二手案例数据进行分析，构建了前员工内属型价值回流行为产生机制的理论模型。研究发现，前员工内属型价值回流行为的前因包括吸引动力（计算型动力、情感型动力、匹配型动力、规范型动力）和助推动力（职业困境、生活困境、心理困境）；再入职意愿包括心理意向和行为实践两个方面，并且在吸引动力与再入职意愿/行为，助推动力与再入职意愿/行为的关系中起到中介作用；前员工内属型价值回流的行为背景包括行业生态、企业人才缺口和个人价值三个方面，在存在企业缺口，个人价值较高和行业生态密集的情况下，更容易产生前员工价值回流行为。 本论文创新点如下：（1）人力资源管理理论创新。对前员工价值管理的关注进一步丰富和拓展了人力资源管理理论的内涵和边界。（2）离职研究创新。对离职后的关注打破了传统研究中的时空限制，延展了离职研究的时空边界。（3）对前员工价值回流的研究进行了创新，使之从零散的组织现象走向一般性的行为理论。 本研究的理论贡献在于以下四方面：（1）将前员工价值回流研究从宏观的原组织战略层面转向微观的前员工行为层面，提出“前员工价值回流行为”这一概念，深化了对前员工角色在价值回流中的重要性。（2）将前员工价值回流的研究背景从具体企业或行业中抽离，构建出一般性的情境特征框架。（3）将前员工价值回流的概念从具体的碎片化的现象中整合，归纳出系统的概念结构。（4）从动机视角识别了前员工价值回流行为的影响机制，揭示了其产生的深层次动力和过程。 本研究的实践启示主要在于以下三方面：（1）对前员工价值管理的背景进行了精准聚焦，启示高共生性的企业需要进行前员工管理，高价值的员工更具有被关注的必要。（2）启示企业要善于识别前员工的价值，包括品牌代言行为、资源荐引行为、合作协助行为、信息沟通行为、再入职行为多个方面。（3）为企业如何经营前员工，有效激活前员工价值回流行为提供了宝贵的实践启示。
英文摘要：	The traditional perspective often views turnover as the end of the relationship between employees and organizations. However, this perspective ignores the possibility of ex-employees contributing to their former organizations. Under the trend of non-steady employee-organization relationships, employee turnover has become normalized, accumulating a large number of ex-employees for enterprises. With the changes of the times and the evolution of society, organizations have gradually recognized that ex-employees are not “disloyal” or “betrayers”, but “corporate alumni” or “potential value contributors”. As organizational systems evolve from closed to open, businesses are increasingly reliant on external resources. Former employees, as potential external resources, are gradually highlighting their indispensable value to the enterprise, leveraging their unique identities and advantages. The popularity of the internet has also strengthened the universal connectivity among social actors, enabling efficient activation of the links between ex-employees and their former organizations, and bringing opportunities for ex-employees’ value contribution behaviors. Therefore, ex-employees’ value contribution has become a focus of attention and an important topic of discussion in practice. Current research on the ex-employee value contribution behavior is often limited to discussions of scattered phenomena in specific fields or cases, such as business expansion in law firms, innovative thinking in the fashion industry, client referrals in accounting firms, patent citations, the influence of enterprises in the formulation of technical standards in the semiconductor industry, and the re-employment of ex-employees in a large retail company. However, these studies have several limitations. First, most existing studies are conducted from the macro perspective of the former organization, lacking research from the micro perspective of ex-employees, especially attention to their value contribution behaviors. Second, while these studies have depth and relevance, they lack an integrated theoretical framework to systematically explain the contextual characteristics under which the ex-employee value contribution behavior is necessary to consider. At the same time, there is also a lack of a comprehensive theoretical framework to clarify the conceptual structure and dimensions of the ex-employee value contribution behavior. Finally, there is also a lack of a comprehensive theoretical explanation for how the ex-employee value contribution behavior occurs. This study defines the ex-employee value contribution behavior and aims to answer three questions: (1) What are the contextual characteristics that necessitate attention to the ex-employee value contribution behavior? (2) What are the conceptual Structure of ex-employee value contribution behavior? (3) What is the generation mechanism of the ex-employee value contribution behavior? To answer the three questions mentioned above, this study conducted five interconnected and complementary sub-studies. Sub-study 1 collected 153 valid textual data through an open-ended questionnaire survey among professional masters in the business school of a university. By applying the grounded theory research method, a theoretical model of contextual characteristics of ex-employee value contribution behaviors was constructed. The study found that the contextual characteristics of ex-employee value contribution behaviors included the symbiosis of the former organization and the value of ex-employees. The former encompassed the external connectivity and dynamic evolution of the former organization, while the latter encompassed the human value and social value of ex-employees. Sub-study 2 collected 212 valid textual data through an open-ended questionnaire survey among professional masters in the business school of the same university. By utilizing the grounded theory research method, a theoretical model of the concept of ex-employee value contribution behaviors was constructed, clarifying the structural dimensions of the concept. This study found that ex-employee value contribution behaviors encompassed external linkage type and internal attribution type. The former included brand endorsement behavior (such as image shaping, promotional activities, and crisis response), resource referral behavior (including business referrals, talent referrals, and production material referrals), cooperation support behavior (encompassing collaborative participation, friendly support, and cooperation coordination), and information transmission behavior (including information sharing, communication inspiration, and suggestion behavior). The latter referred to the boomerang behavior of ex-employees. Sub-study 3 followed scientific scale development procedures, including item development, exploratory factor analysis, reliability analysis, confirmatory factor analysis, convergent and discriminant validity tests, and nomological validity tests, to develop a scale with good reliability and validity for measuring ex-employee external-oriented value contribution behavior. Sub-study 4 constructed a model of the influencing mechanism of ex-employee external-oriented value contribution behavior based on social identity theory and tested the hypotheses using two-time point questionnaire survey data from 259 samples. The study found that the interaction term of organizational prestige and perceived insider status is positive related with external-oriented value contribution behavior through legacy identification. Sub-study 5 analyzed 304 pieces of secondary online data using the grounded theory research method to construct a theoretical model of the generation mechanism of ex-employee internal-oriented value contribution behavior. The study found that the antecedents of ex-employee internal-oriented value contribution behavior included attractive forces (such as calculative motivation, emotional motivation, matching motivation, and normative motivation) and facilitating forces (including career dilemmas, life dilemmas, and psychological dilemmas). boomerang intention encompassed both psychological intentions and behavioral practices and played mediating roles in the relationships between attractive forces and boomerang intention/behavior, as well as facilitating forces and boomerang intention/behavior. The context for the emergence of ex-employee internal-oriented value contribution behavior encompassed industry ecology, job vacancy, and personal value. In the presence of job vacancy, high personal value, and dense industry ecology, it was more likely to generate ex-employee value contribution behaviors. The innovations of this paper are as follows: (1) It achieves breakthroughs in human resource management theory, and the focus on ex-employee value management further enriches and broadens the connotation and boundary of the theory. (2) It introduces innovations in turnover research. The focus on the post-turnover experience breaks the traditional temporal and spatial limitations and extending the temporal and spatial boundary of the field. (3) It brings about novel insights in the study of ex-employee value contribution, transforming it from scattered organizational phenomena into a generalized behavioral theory. The theoretical contributions of this study are as follows: (1) It shifts the focus of research on the ex-employee value contribution behavior from the macro-level of the original organization to the micro-level of the ex-employees, proposing the concept of “ex-employee value contribution behavior”, thereby deepening the understanding of the critical role of ex-employees in the value contribution process. (2) It generalizes the research background of ex-employee value contribution from specific enterprises or industries, establishing a general framework of contextual characteristics. (3) It integrates the fragmented manifestations of ex-employee value contribution, summarizing a systematic conceptual structure and dimensions. (4) It further identifies the influencing mechanisms of ex-employee value contribution behaviors, revealing the underlying motivations and processes. The practical implications of this study are primarily in the following areas: (1) It precisely focuses on the background of ex-employees’ value management, suggesting that enterprises with high symbiosis need to manage ex-employees, and employees with high value deserve more attention. (2) It suggests that enterprises should be adept at identifying the value of ex-employees, encompassing various aspects such as brand spokesperson behavior, resource referral behavior, collaborative assistance behavior, information communication behavior, and boomerang behavior. (3) It provides valuable practical insights for enterprises on how to manage ex-employees and effectively activate their value contribution behaviors.
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