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论文编号：	6368
作者编号：	2120122653
上传时间：	2014/6/9 13:17:53
中文题目：	新生代知识员工工作内嵌入程度对周边绩效的影响研究——以组织公平为调节变量
英文题目：	Study on the new generation knowledge employees for their job embeddedness reflection on their contextual performance ——Take Organizational fair as a moderator
指导老师：	崔勋
中文关键字：	新生代知识员工；工作内嵌入；周边绩效；组织公平
英文关键字：	The new generation of knowledge workers；Work embeddedness ；Contextual performance；Organization fair
中文摘要：	在知识经济时代，与时俱进成为了所有企业的努力方向。想要保持企业的核心竞争力，需要不断地提高我们对知识进行获取，整合、创造、循环，并提高企业的整体运作效率，跟上市场和时代的进步步伐。企业的运作效率直接决定了组织的产出。在实践中我们往往会发现，企业的效率是由每个员工团结共同努力创造产生的，很多时候不拘泥于取决于传统意义上规定的任务，还需要员工有一些解决突发情况和意外事件、以及沟通交流的的能力。所以日新月异的商业环境对组织和员工的适应性和灵活性都提出了更高的要求。想要在行业中占有一席领先之地，任务绩效不再是计量员工投入唯一的标准，周边绩效的产生成为了组织保持市场中地位，保持发展源动力的重要秘诀。 与此同时，我国的劳动力结构也在悄然发生变化。从数量上看，代表企业核心竞争力的知识员工的数量在不断攀升，在企业中的所占的比例也在不断扩大；从年龄上看，原有的50、60后的知识员工大多已经退休，70后成为了企业的管理者，许多80、90后的新生代知识员工成为了企业更加鲜活的力量，更是企业文化的传承者和接班人。 新生代的知识员工有着不同于老一代知识员工的一面，一方面他们继承了老一代知识员工学历高、重视自身价值增值、关注长远利益的特点；另一方面他们也呈现出责任心不如老一代的知识员工，追求生活质量、强调和谐的工作环境的特性，并且需求也不再仅仅满足于单纯的物质需求。多样化的需求决定了新生代知识员工会比老一代知识员工的流动性更强，他们对组织的忠诚度往往更低。想要尽量避免他们离职的发生，并且强化他们有助于组织发展的贡献，就必须尽量预测和解释新生代知识员工的行为。工作内嵌入作为一个结合了主观情感与客观环境的变量，能够对员工的组织行为以及周边绩效行为有更加科学的预测，有助于领导者更透彻地剖析了解个体与组织的联系程度、对薪酬的满意程度、以及个体与岗位的匹配程度的变量，让员工更好的为企业服务。 与此同时，在计划赶不上变化的现在，单单对员工的投入产出采取传统的任务绩效的考核方式，会大大挫伤员工的工作积极性，不愿为自己份外却又有利于组织发展的事情作出努力。这样会使得企业难以应对企业瞬息万变的竞争环境。周边绩效正是覆盖了任务绩效难以覆盖完全的考核范围，是员工非核心技术指标的重要考量指标的集合。许多学者的研究表明，工作内嵌入对于组织的周边绩效有着决定性的作用。而周边绩效的影响要素不仅仅限于人格特质，他还会与组织中重要的情景要素相关联。组织公平作为重要的工作情景因素，是员工对周围环境感知，以及投入产出衡量最直接的衡量标准。尤其是对于新生代知识员工这一群体，他们的自尊心更强，不公平的工作环境很容易让他们产生消极的情绪，甚至选择离开组织。 所以本研究希望通过了解现有的新生代知识员工的工作内嵌入程度，了解工作内嵌入各个维度与周边绩效各个代表变量的作用机制。基于组织公平理论、社会交换理论、期望理论，提出研究框架和假设模型。同时结合新生代知识员工的工作情景要素，了解组织公平的维度是否会对这一影响产生调节作用，对假设模型进行验证，以及对结论进行分析。
英文摘要：	In the era of knowledge, advancing with time becomes the object of all enterprises. To maintain the competitiveness, enterprises need to constantly improve the efficiency of knowledge acquisition, integration, creation, circulation and improve overall operation of the company, then have the possibility to keep pace with advances in the market and the time. The operation efficiency of a company directly determines the output. In practice, we could find that the efficiency of a company is created by the synergy of all employees generated, and it is not depends on the traditional definition of task, but also requires employees to solve some unforeseen circumstances and unexpected events, as well as to possess the ability to communicate. So the ever-changing business environment poses higher requirements to organization and employee’s adaptability and flexibility. If a company wants to keep the leading position, performance is no longer the only criteria measuring employee engagement, contextual performance becomes an important means for an organization to keep the position in market. At the same time, the labor force structure in china is quietly changing. Quantitatively, the number of knowledge workers who is representatives of the core competitiveness of a company is keeping increasing and its proportion is also rising; From the point of view of age, after most knowledge workers who born in 50s, 60s have retired, the ones who born in 70s became the company's managers, many of the new generation of knowledge workers born in 80s and 90s became more vivid power, and the corporate culture inheritors and successors. Unlike the older generation knowledge workers, the new generations, on the one hand, inherited the characteristics like well education, attention to their value added , concerns to the long-term interests from the older generations; on the other hand, they are also showing a sense of responsibility which is not as good as the older generation knowledge workers, and the pursuit of quality of life , emphasizing the characteristics of a harmonious working environment , and the demand is no longer just a simple treatment needs. The diversity of needs of the new generation knowledge workers determines their mobility will be stronger than the older generation of knowledge workers, and their loyalty to the organization is often lower. To avoid the loss of new generation workers, and help organizations strengthen their contribution to development, we must try to predict and explain the behavior of the new generation knowledge workers. As a combination of objective and subjective feelings environment variable, work embeddness is capable of predicting organizational behavior and contextual performance behavior of employees, and helps leaders understand the link between a more thorough analysis of the extent of the individual and the organization, salary satisfaction, as well as the variables of individual and job matching, so that employees could serve the company better. In the meantime, situation always changes, and using the traditional input-output performance to assess employees will greatly dampen the enthusiasm of the staff, let them do not want to take the responsibilities which are out of their scope but positive to organization’s development. This will make it difficult for the company to live in rapidly changing competitive environment. Contextual performance assessment covers the scope of task performance assessment, is a collection of important considerations index of non-core staff of technical indicators. Many scholars suggest that the work embedment has a decisive role on the contextual performance. The affecting factors to the contextual performance is not limited to personality, it will be associated with an organization important scene elements. Organization justice as an important factor in the work situation is the measurement to staff perception of the surrounding environment, as well as input and output metrics. Especially for the new generation knowledge workers, whose self-esteem is stronger, unfair work environment makes it easy for them to produce negative emotions, or even choose to leave the organization. Therefore, this study hopes to understand the mechanism of representative variables and dimensions of work embeddedness, through understanding the extent of work embeddedness of current new generation knowledge workers. Basing on the theory of organization justice, social exchange theory, expectancy theory, we proposed research framework and model assumptions. Combined with elements of the new generation knowledge workers working scenario, we understand whether the dimensions of organization fairness has regulatory role, we validate the models, and analyze the assumptions and conclusions.
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