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论文编号：	15537
作者编号：	1120191065
上传时间：	2025/12/4 16:20:20
中文题目：	柔性引进人才的工作动机对其适应性绩效的影响机制研究
英文题目：	Research on the Influence Mechanisms of Work Motivation on the Adaptive Performance of Flexibly Introduced Talent
指导老师：	崔勋
中文关键字：	柔性引进人才；工作动机；身份认同；适应性绩效
英文关键字：	Flexibly introduced talent; Work motivation; Identity perception; Adaptive performance
中文摘要：	在共享经济和平台经济加速发展的时代背景下，组织对高端人力资源的获取方式愈发多样与灵活。在此背景下，柔性引进作为一种早已存在但应用受限的人才共享方式，因共享平台与多元合作机制的发展而获得了新的制度空间与发展契机，柔性引进人才逐渐成为企业获取关键知识和技术支持、提升组织敏捷性与创新能力的重要路径之一。与传统的低技能非正式雇佣员工相比，柔性引进人才通常具备高学历、高技能背景，并拥有稳定的全职身份，因而在知识资源、技术能力及组织地位等方面具有显著优势。正因如此，柔性引进人才在选择参与兼职服务组织时，其工作动机通常更为复杂和多元。然而，柔性引进人才在兼职服务组织中常面临身份模糊、氛围差异与适应能力等挑战，影响其对组织的融入与绩效表现。在面对突发问题或不确定性挑战时，受不同动机驱动的柔性引进人才，其应对策略与适应能力可能存在显著差异。因此，深入探究柔性引进人才的工作动机如何影响其在兼职服务组织中的适应性绩效，进一步揭示动机影响的心理机制与情境调节边界，不仅对于完善非正式用工研究视角具有理论价值，也为企业制定更具针对性的柔性用工管理策略提供实践启示。 本研究聚焦“柔性引进人才的工作动机对其适应性绩效的影响机制”这一核心问题，基于自我决定理论、社会认同理论与资源保存理论，构建了“动机—身份认同—适应性绩效”的整合性研究模型，力图回答以下三个子问题：（1）柔性引进人才的工作动机构成与形成影响因素；（2）不同类型的工作动机如何作用于其适应性绩效；（3）兼职服务组织应如何通过有效干预调节动机作用路径，提升柔性引进人才的适应性绩效。为此，本研究采用探索性案例研究与实证研究相结合的研究方法，设计并开展了三项子研究。 子研究一采用探索性多案例研究方法，选取四家使用柔性引进人才的高新技术企业及多名柔性引进人才开展半结构化访谈，结合企业的公开二手资料，梳理柔性引进人才的工作动机构成，并识别其对适应性绩效影响的作用机制。研究发现，柔性引进人才的工作动机具有明显的双元特征，包括以知识拓展、影响力实现和成长驱动为核心的成长导向型动机，以及以经济报酬、人脉积累和履历建设为导向的机会导向型动机，这两类动机在组织适应过程中呈现出显著差异的作用效果。案例研究还揭示了影响工作动机形成的前置情境因素，并初步构建了以双重身份认同和关键工作过程变量为中介的工作动机对适应性绩效影响的研究模型。 子研究二基于子研究一的研究框架，聚焦于自我身份视角，采用多阶段问卷调查方法，实证检验不同类型的工作动机如何通过专家身份认同影响角色压力，进而作用于适应性绩效，并进一步考察领导授权赋能行为的调节效应。结果发现，自主性动机显著提升专家身份认同，激发责任感使其角色压力增加，进而影响适应性绩效；而控制性动机则削弱专家身份认同，减少工作投入使角色压力降低，抑制适应性绩效表现。领导授权赋能行为作为关键情境变量，能强化自主性动机对适应性绩效的间接正向影响并缓解控制性动机对适应性绩效的间接负向影响。 子研究三同样基于子研究一的研究框架，转向组织身份视角，聚焦柔性引进人才的内部人身份认知及其对知识分享行为的影响路径，进一步揭示适应性绩效的形成机制，并引入兼职服务组织中的竞争氛围感知作为调节变量。研究结果表明，自主性动机能够增强内部人身份认知，提升知识分享意愿和行为，进而促进适应性绩效；而控制性动机则削弱内部人身份认知，限制知识分享，抑制适应性绩效的产生。竞争氛围感知在此过程中起显著调节作用：在高竞争氛围感知下，自主性动机的正向作用减弱，控制性动机的负面影响增强。 本研究在理论构建、研究对象与方法设计方面具有显著创新。首先，关注柔性引进人才这一高知识、高技能的非正式雇佣群体，突破既有研究多集中于正式员工或低技能非正式人员的研究局限，拓展了对高技能兼职群体的组织适应机制研究。其次，整合自我决定理论、社会认同理论与资源保存理论，构建“动机—身份认同—适应性绩效”模型，提出专家身份认同与内部人身份认知的双重中介路径，拓展了相关理论在非正式用工情境下的适用边界。再次，识别角色压力与知识分享作为行为过程变量，结合领导授权赋能行为与竞争氛围感知两类重要调节因素，深化了对组织内复杂人际机制的理解。最后，本研究采用“案例探索框架与实证研究检验”的递进式研究方法，有效提升模型的理论解释力与实践应用价值。 本研究的理论贡献主要体现在以下几个方面：第一，界定了柔性引进人才的概念边界，明确其在非正式雇佣体系中的独特地位，丰富了非正式用工类型的理论体系。第二，构建了柔性引进人才的工作动机结构，提出成长导向型动机与机会导向型动机的划分方式，结合自我决定理论的动机连续体框架，拓展了其在高技能非正式雇佣群体中的适用范围。第三，揭示了柔性引进人才的工作动机对适应性绩效的双路径影响机制，提出专家身份认同与内部人身份认知的双重中介机制，并引入角色压力与知识分享两个行为过程变量，深化了社会认同理论、自我决定理论与资源保存理论在非正式雇佣情境下的交叉融合。第四，识别出领导授权赋能行为和竞争氛围感知为关键情境变量，明确其在组织内部如何影响动机向绩效转化的路径，为灵活用工情境下的组织激励策略与氛围塑造提供理论支撑。 在实践方面，本研究为组织管理柔性引进人才提供了具体的管理启示。一是加强差异化管理，依据柔性引进人才的特征与合作方式制定灵活、清晰的合作制度；二是实施匹配型激励机制，针对不同动机类型设计资源投入与成长支持，推动动机由控制向自主内化转化；三是营造信任与协作的组织氛围，提升柔性引进人才的身份认同与知识分享行为；四是构建有效授权机制与多组织协同支持体系，通过责任赋权与制度联动，为柔性引进人才营造稳定的成长与贡献环境，从而提升其在灵活用工背景下的适应性绩效与组织价值创造。
英文摘要：	Against the backdrop of an accelerating sharing and platform economy, organizations are increasingly adopting diverse and flexible approaches to access high-level human capital. Within this context, flexible talent introduction—a previously underutilized form of talent sharing—has gained renewed institutional space and development opportunities through the rise of digital platforms and cross-organizational collaboration mechanisms. Flexibly introduced talent has thus emerged as a vital source for acquiring critical knowledge, technical expertise, and enhancing organizational agility and innovation. Unlike traditional low-skilled non-standard employees, flexibly introduced professionals typically possess advanced educational backgrounds, high-level expertise, and maintain stable full-time positions in their primary organizations. As a result, they hold significant advantages in knowledge resources, technical capabilities, and professional status. Precisely because of these characteristics, their motivations for participating in host organizations tend to be more complex and multifaceted. However, when engaging with host organizations, these professionals often face challenges such as ambiguous identity, cultural misalignment, and heightened adaptation pressure—factors that can hinder their organizational integration and performance outcomes. Moreover, when confronted with uncertainty or emergent problems, the adaptation strategies and responses of flexibly introduced talent may differ substantially depending on the type of motivation that drives them. Therefore, it is both theoretically valuable and practically significant to investigate how work motivation influences their adaptive performance in host organizations, and to further uncover the underlying psychological mechanisms and contextual boundary conditions. Such insights can enrich the theoretical lens of non-standard employment research and provide actionable guidance for organizations seeking to develop more targeted and effective strategies for managing flexible talent. This study centers on the core question: How does the work motivation of flexibly introduced talent influence their adaptive performance in host organizations? Drawing on self-determination theory, social identity theory, and conservation of resources theory, an integrated model of “motivation–identity–adaptive performance” is proposed to address three research questions: (1) What are the components and antecedents of flexibly introduced talent’s work motivation? (2) How do different types of work motivation affect their adaptive performance? (3) How can host organizations effectively intervene to enhance or regulate this influence? To this end, a mixed-method research design was adopted, combining exploratory case studies and empirical investigations across three sub-studies. Study 1 uses exploratory multi-case analysis involving four high-tech firms and multiple flexibly introduced professionals. Through semi-structured interviews and secondary data, two distinct motivational patterns are identified: self-realization motivation (e.g., knowledge development, influence seeking, personal growth) and externally driven motivation (e.g., financial gain, network expansion, resume building). The study further uncovers contextual antecedents shaping motivation and proposes a preliminary framework in which dual identity perceptions (expert identity and insider identity) and key behavioral variables mediate the motivation–performance relationship. Study 2 focuses on self-identity and tests how different types of motivation influence adaptive performance via expert identity and role stress, using a multi-wave survey design. Results show that autonomous motivation enhances expert identity, leading to higher role stress through increased responsibility and ultimately influencing adaptive performance. In contrast, controlled motivation weakens expert identity, reduces role involvement, and suppresses adaptive outcomes. Empowering leadership is found to moderate these effects by strengthening the positive pathway of autonomous motivation and buffering the negative pathway of controlled motivation. Study 3 shifts to organizational identity and examines how insider identity mediates the relationship between motivation and knowledge sharing behavior, which in turn affects adaptive performance. Perceived competitive climate is introduced as a moderator. The findings show that autonomous motivation enhances insider identity, promoting knowledge sharing and adaptive performance, whereas controlled motivation hinders identity formation and limits knowledge sharing. Competitive climate weakens the positive effect of autonomous motivation while amplifying the negative impact of controlled motivation. This study makes several theoretical contributions. First, it clarifies the concept of flexibly introduced talent and distinguishes them from low-skilled non-standard employees, enriching the typology of non-standard work arrangements. Second, it constructs a dual-motivation framework—self-realization vs. externally driven—extending self-determination theory into the high-skill, flexible employment domain. Third, it reveals two identity-based mediating mechanisms (expert identity and insider identity) and the behavioral paths (role stress and knowledge sharing) through which motivation affects adaptive performance. Fourth, it identifies two critical contextual moderators—empowering leadership and perceived competitive climate—offering new insights into the role of organizational context in flexible employment settings. Practically, the findings provide actionable implications for managing flexibly introduced talent. First, host organizations should adopt differentiated management strategies based on individual characteristics and collaboration forms. Second, motivation-aligned incentive mechanisms should be implemented to promote the internalization of controlled motivation. Third, a supportive and collaborative organizational climate should be fostered to strengthen identity and encourage knowledge sharing. Finally, organizations should establish clear authorization mechanisms and build cross-organizational support systems to create stable environments for growth and contribution, thereby improving both individual adaptation and organizational value creation in flexible employment contexts.
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