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论文编号：	6017
作者编号：	1120090732
上传时间：	2013/12/10 20:00:16
中文题目：	员工积极前摄行为的类型、维度与激发机制研究——以商业银行信用卡业务员工为例
英文题目：	Research on the Classification, Dimension and Stimulating Mechanism of Employees’ Positive Proactive Behavior: An Example of Staff from Credit Card Business Unit in the Commercial Bank
指导老师：	李新建
中文关键字：	前摄行为,积极前摄行为,行为类型,激发机制
英文关键字：	Proactive behavior , Positive proactive behavior，Behavioral classification, Stimulating mechanism
中文摘要：	信息革命时代，经济全球化的进程不断加快，技术革新的速度持续提升，顾客需求多元化特征愈加明显。企业为了应对这些外部环境因素的快速变化以及不确定性的竞争环境，纷纷从组织结构、权力结构、雇佣制度等方面进行内部革新，追求管理与运营工作的柔性化，这使得组织内与工作相关的因素发生了改变，例如，工作场所与方式的柔性化，职责边界的模糊化等。所以，在现代人力资源管理过程中，仅要求员工被动地按照命令性指挥去完成任务已经远远不够，企业更需要能够积极响应工作任务、敢于挑战传统、勇于承担风险的员工，即期望员工的工作行为能够具有更多的前摄性——主动性、前瞻性与变革性。具有上述三种特征的员工行为被界定为员工前摄行为（Proactive Behavior）。然而，学术界与管理实践领域均发现此类行为对组织的影响具有双面性——积极与消极影响，因此，对企业而言，真正期望的是能够有效抑制对组织不利的前摄行为，并激励员工能够表现出有利于实现个体与组织双赢的积极的前摄行为（Positive Proactive Behavior）。 然而，传统的“基于事而不是基于人”的管理模式，过于强调对成本与效率的控制，而忽视了员工在工作场所中的主动性，抑制了员工的积极前摄行为，并使管理者在调动员工主动性过程中往往陷入困境。因此，有效激发员工积极前摄行为的关键在于对传统管理实践模式的改进，而改进思路又取决于对员工积极前摄行为这一核心概念的深入理解。现阶段理论界对其关注程度不够，与员工积极前摄行为相关的研究成果尚显不足。同时，员工积极前摄行为会根据文化背景、行业特点、企业类型及业务特征等情境因素的变化而表现出差异性。因此，对特定行业和具体业务领域的员工积极前摄行为展开细化研究是非常必要的。而且，在研究过程中会融合管理学、心理学与人力资源管理等多学科的理论知识，可以从更广泛的视角与更深层次去揭示员工积极前摄行为激发过程中的理论机制。 本研究旨在探索信用卡消费金融业务领域中，员工积极前摄行为的类型、维度与激发机制，为相应的人力资源管理实践设计提供指导性建议，帮助企业有效地引导个体能动性为实现组织目标而服务。具体的研究目的包括：第一，明确员工积极前摄行为的概念，进一步确立其在组织与人力资源管理领域的研究地位；第二，区分与提炼具体行业内员工积极前摄行为的类型与维度；第三，构建员工积极前摄行为激发机制的理论分析框架，并明确特定情境下此种行为的激发过程；第四，设计激发员工积极前摄行为的管理实践，为员工主动行为管理提供有效指导。 本研究采用文献分析、扎根理论、德尔菲法及问卷调查研究方法。其研究逻辑与思路为：首先，通过现实与理论背景分析，结合相关文献，提出研究问题并界定员工积极前摄行为的概念内涵；其次，通过半结构化访谈，收集并观察现象资料，分别运用扎根理论与德尔菲法，经过逻辑推理，归纳与识别员工积极前摄行为的类型构成；而后，结合相关理论，通过逻辑演绎，提出研究假设，构建激发机制的研究模型；继而，设计与发放调查问卷，进行假设检验，并对研究模型进行修正；最后，将修正后的研究模型应用于企业管理实践之中，为员工积极前摄行为的激发实践设计提供指导性建议。 本研究主要得出了如下结论： 第一，员工积极前摄行为属于主动绩效的概念范畴，是个人目标与组织目标一致性发展的体现。本研究通过文献梳理，从社会认知理论与组织管理相结合的视角，对员工积极前摄行为的概念内涵进行明确界定，即在工作过程中，员工自发地、有目的性地试图改变自身境遇或扭转局面，并能为组织带来有益影响，实现个体与组织双赢的行为集合。本研究将其从员工前摄行为的概念范畴中抽离出来，突显其对组织绩效所带来的价值。 第二，员工积极前摄行为表现出多维性，其类型构成具有鲜明的情境依赖性。本研究以我国消费金融行业为背景，以商业银行信用卡部门员工为研究样本，提炼出员工积极前摄行为的两个维度，即任务性与参与性积极前摄行为。并且，归纳与识别出五种具体行为类型，分别为：积极服务行为、问题与机会搜寻行为、积极问题解决行为、建言行为与议题营销。进一步验证了其类型构成会根据行业特点、企业类型、业务特征等情境因素的变化而改变。 第三，主动性人格与任务特征因素通过认知心理状态，对员工积极前摄行为具有显著地激发作用。本研究通过文献梳理，结合扎根研究中的典范模型，构建与验证了员工积极前摄行为激发机制的研究模型。激发机制可概括为：1.主动性人格与任务自主性，均能通过超角色自我效能与柔性角色导向这两类认知心理状态，对员工积极前摄行为产生显著正向影响；2.任务复杂性通过超角色自我效能与柔性角色导向，对任务性积极前摄行为产生显著正向影响。同时验证了支持性组织氛围在员工积极前摄行为的激发过程中具有调节作用，因此，在激发此种行为过程中不能忽视组织情境因素的作用。
英文摘要：	In the times of information revolution, the process of economic globalization becomes accelerated continuously. And the rate of technological innovation is getting more faster. At meanwhile, the characteristic of diverse need from customers becomes more apparent. Many corporations have done the revolution within the organization structure, power structure, employment institution and so on, so as to respond to the faster rate of external environment and the uncertain competitive environment. So they want to pursue the flexibility of management and operations. These account for the changing about some work characteristics, for instance, the flexible workplace and working ways, the fuzzy duties’ boundaries. As a result, the companies want their employees to positively response to the tasks, dare to challenge the tradition, have the courage to take risks, rather than accomplish them passively following the commands in the modern human resource management process. The firms expect the more proactivity in the staff’s behaviors. The proactive behavior has three traits which are spontaneous, anticipated and change-oriented. However, academia and management practice areas have found the result about proactive behavior have two sides, including positive and negative effect. Therefore, all the companies expect the stimulation of positive proactive behavior which can achieve the success both the individuals and organizations, and effectively inhibit to the negative ones. However, the traditional management model characterized by “ based on the things rather than human”, focuses on the controlling for the cost and efficiency and neglects the employees initiative in the workplace making the mangers get into the dilemma in the process of managing the initiative. So it is critical for stimulating the employee positive proactive behavior to change the traditional management model. But the ways of revolution are determined by the deep comprehension to this core conception. And there is not enough attention to this kind of employee behavior and academic research findings. At the same time, the content of positive proactive behavior can become diverse among different culture, industry, corporation and business. At a result, it is necessary to research on the employee positive proactive behavior carefully. Moreover, it will need the mixing about the management, psychology and human resource management in the process of research. And it can reveal the mechanisms behind the stimulation of employee positive proactive behavior from the broader perspective and deeper level. This research is to explore the type, dimension and mechanisms of the employee positive proactive behavior in the area of credit card consumer finance, and give the suggestions to the human resource management practices’ designation. And this research is to help guide the human agency to achieve organizational goals effectively. The specific research goals include: First, clarify the definition of the employee positive proactive behavior and further establish its position in the field of organization and human resource management; Second, distinguish and refine the type and dimension about the employee positive proactive behavior in the specific industry; The third, built the theoretical analyzing frame for mechanisms behind the stimulation of employee positive proactive behavior and clarify the stimulating process of this kind of behavior in the specific context; Finally, design the managerial practices for stimulating the employee positive proactive behavior and provide the effective directions for managing it. In this study, the literature analysis, grounded theory, Delphi method and survey research methods have been used. And the logic and thought of this research contain: First, propose the question and define the conception about the employee positive proactive behavior from actual and theoretical background analysis, combined with relevant literature; Second, collect and observe the data and phenomenon through semi-structured interviews, and identify the type of the employee positive proactive behavior using the grounded theory and the Delphi method based on logical reasoning; The third, put forward the hypotheses and built the stimulating mechanism’s model combining some theories; At last, apply the revised model to managerial practices and give the suggestions for designing the stimulating practices. The study achieved the following conclusions: First, the employee positive proactive behavior belongs to the active performance and reflects the consistent development between individual goals and organizational goals. This study gave an explicit definition about this concept based on the combing social cognitive theory with organizational management view through literature analysis. The employee positive proactive behavior refers to a collection of self-initiated, anticipatory actions that aim to change or reverse the situation, so as to making the progression of the employee themselves and organization. And the individual-level positive proactive behavior has been separated out of the integrative conception, highlighting its value brought to the organizational performance. Second, the employee positive proactive behavior is a multi-dimensional concept and its type is dependent to the situation. This research extracted two dimensions of it, including task-oriented and involvement-oriented positive proactive behavior, from the commercial bank staff as samples working in the credit card department in the background of consumer finance industry in China. Meanwhile, this study identified the five specific types of this behavior, including proactive service behavior, problem and opportunity seeking, problem prevention, voice behavior and issue selling. Moreover, the research validated the type of behavior dependent to the different situational factors, for example, the industry, corporation, task and so on. The third, the proactive personality and task characteristics can stimulate the employee positive proactive behavior through cognitive psychological state. This study built and verified the model of stimulating the employee positive proactive behavior through literature analysis and paradigm model in the grounded theory. The mechanisms contain: first, the proactive personality and task autonomy significantly have a positive effect on the employee positive proactive behavior through the role breadth self-efficacy and flexible role orientation; second, task complexity can affect the task-oriented employee positive proactive behavior through the role breadth self-efficacy and flexible role orientation. Meanwhile, the moderate effect has also been verified in the process of stimulating this behavior. Therefore, the organization-level situational factors should be focused in the stimulating process.
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