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论文编号：	8072
作者编号：	1120110788
上传时间：	2015/12/14 19:12:52
中文题目：	工作场所柔性中的员工工作塑造行为研究
英文题目：	The Research on Employees’ Job Crafting Behaviors in the Context of Workplace Flexibility
指导老师：	李新建 教授
中文关键字：	工作场所柔性 工作塑造 员工工作塑造行为 人力资源柔性
英文关键字：	Workplace flexibility; Job crafting; Employees’ job crafting behavior; Human resource flexibility
中文摘要：	在日益激烈的市场竞争环境下，越来越多的公司引入“柔性”管理理念和战略，把它作为获取竞争优势的新形式。工作场所柔性是公司柔性战略及管理策略中的重要组成部分，要求组织在结构、流程和人员等方面保持与环境的动态适应。组织的任务目标、工作流程、工作方式因之经常性变化，并对其成员提出了更高柔性方面的要求：如要求员工具有更加多样化的技能和更为开放性的心态；要求员工具有更高的主动性，能够更创造性地工作。 工作场所柔性触发员工表现出更多的工作塑造行为。工作塑造是积极组织行为学新兴的一个构念，是指员工在工作场所中所做出的任务、关系和认知等方面的改变。从组织工作设计的视角看，在不确定性、复杂性不断增加的工作环境中，管理者越来越难以设计规范且固化稳定的工作描述，更寄希望于员工表现出更多积极主动的调整行为。从个体员工的立场看，随着社会经济发展和物质上的充裕，个体员工越来越诉诸于工作过程的充实、工作意义的找寻以及工作中的成长，并表现出更多的主动性与创造性工作行为。 尽管员工工作塑造行为在工作场所柔性背景下的实践意义显得极为重要，但是目前学术界对这一问题的关注仍显不够。一者，已有工作场所柔性研究多集中在概念界定、类型划分、对组织层面结果变量的影响等方面，对员工个体层面的影响研究则相对较少。二者，已有工作塑造研究既鲜有关注企业层面，更鲜有直接关注工作场所柔性这一典型情境。事实上，工作场所柔性所带来的工作地点分散化、工作边界模糊化、工作结构的柔性化等方面的变化，会直接影响到员工对工作及工作情境的感知，而这种感知又会直接反应到员工具体的工作态度与行为之中。换言之，工作场所柔性是员工工作塑造行为的重要前提背景和情境因素。因此，探讨工作场所柔性情境中的员工工作塑造行为成为本研究的核心主题。 本研究以工作场所柔性为研究情境，尝试挖掘工作场所柔性中工作塑造行为的内涵和维度，识别影响员工个体工作塑造的关键因素，并通过对各变量之间关系的分析，揭示出其中的作用机制。具体而言，本研究尝试回答以下研究问题：（1）工作场所柔性中员工工作塑造行为的内涵与结构特征；（2）工作场所柔性中员工工作塑造行为的影响因素及作用机制；（3）工作场所柔性中员工工作塑造行为的影响结果。 针对上述研究问题，本研究依循“情境驱动-需要/动机-认知/行为-工作产出”的逻辑链条，综合运用文献研究、深度访谈、扎根理论、问卷调查等方法展开研究。通过文献研究，回顾了工作场所柔性和工作塑造的相关研究进展，并简要介绍本研究所依托的理论基础，包括工作设计理论、工作要求-资源模型、ERG需要理论等。通过深度访谈，获取18份质性资料，利用扎根理论开放性编码、主轴性编码、选择性编码等编码方法，挖掘出工作场所柔性中工作塑造行为的内涵、维度、影响因素与结果，并形成概念模型。进一步结合文献分析，形成实证研究框架，并提出一系列研究假设。通过预调研与正式调研获取数据，运用SPSS、AMOS统计软件对假设进行检验。主要研究结论如下： 1.质性研究的结果包括：（1）工作场所柔性中员工工作塑造行为包括五个方面的内容：增加心理性资源、增加结构性资源、增加社会性资源、寻求工作挑战、降低工作要求；（2）工作不安全感、内部人身份感知、组织地位是影响工作场所柔性中员工工作塑造行为的重要因素；（3）工作场所柔性中员工工作塑造行为对其工作产出、个人能力、工作倦怠等产生影响。 2.在选择较为成熟的工作塑造行为量表基础上，结合质性研究结果对量表进行了修订。量表由增加工作资源（包括心理性资源、结构性资源、社会性资源）、寻求工作挑战、降低工作要求三个维度构成，共22个题项。经过探索性和验证性因素分析检验了量表质量，显示修订后的量表具有良好的信度和效度。 3.方差分析结果表明，不同年龄、工作年限、教育程度、职位等级的员工表现出不同的工作塑造行为。概言之，高资历、高学历、高职级的员工表现出更多的工作塑造行为。 4.实证结果发现，工作不安全感、内部人身份感知和组织地位感知影响员工工作塑造行为。具体来说：（1）工作不安全感（包括数量型和质量型）与增加工作资源、寻求工作挑战呈现U型关系，数量型工作不安全感与降低工作要求正相关；（2）内部人身份感知与增加工作资源、寻求工作挑战行为正相关，与降低工作要求负相关；工作常规性调节内部人身份感知与增加工作资源、寻求工作挑战、降低工作要求之间的关系；（3）组织地位感知与增加工作资源、寻求工作挑战正相关。 5.实证结果表明，员工工作塑造行为影响其工作绩效、创新行为与可雇佣能力。具体来说：（1）增加工作资源、寻求工作挑战与工作绩效正相关，降低工作要求与工作绩效负相关；（2）增加工作资源、寻求工作挑战与创新行为正相关；（3）增加工作资源、寻求工作挑战与员工的可雇佣能力（包括内外部可雇佣能力）正相关。上述研究结论对组织管理实践的启示在于：组织应通过多种途径激发员工的工作塑造行为，并引导其与组织目标相一致。典型策略包括：通过合理设计工作，为员工提供相应的工作资源；关注员工需要，为员工创设支持性组织情境；重视员工差异，引导员工实施积极工作塑造等。 本研究的创新点体现在：（1）提炼了工作场所柔性中员工工作塑造行为的内涵，归纳出新的维度，并在此基础上修订了员工工作塑造行为量表，拓展了工作塑造内涵与内容研究；（2）识别出工作场所柔性中员工工作塑造行为的影响因素，深化了基于中国企业的工作塑造行为的情境化研究；（3）聚焦于工作场所柔性中的员工工作塑造行为，发展了柔性管理理论，尤其是人力资源柔性理论在员工层面的研究。
英文摘要：	Under the fierce market competition, more and more companies are introducing the philosophy and strategy of “flexible” management as new forms to get competitive advantage. Workplace flexibility, as an important part of flexible strategies and management policies of the company, requires organizational structures, processes and staff remained with the dynamic adaptation of the environment. The objectives of tasks, work procedures and the ways of working in organizations change frequently, requiring higher on flexibility for employees, such as more diverse skills, a more open mind, higher initiative, and working more creatively . Workplace flexibility triggers employees crafting job more. Job crafting as an emerging construct of positive organizational behavior, refers to that employees change task boundaries, relationship boundaries, and cognition of jobs in the workplace. From the perspective of organizational job design, in the work environment with increasing uncertainty and complexity, it is difficult for managers increasingly to design stabilizing job specifications and descriptions, turning to hope the staff to show more positive and active adjustment behavior. From the standpoint of individual employees, along with socio-economic development and material abundance, individual employees are increasingly resorting to job enrichment, seeking for job meaning, growth in the work, and show more initiative and creative work behaviors. While the practice significance of job crafting is very important in the context of workplace flexibility, but at present academia pays a little attention on this issue still . On one hand, studies on workplace flexibility have focused on concept defining, type classifying, organization-level outcome and so on, less on the impact on the individual level. On the other hand, research on job crafting has not only little attention to the firm level, but also focus direct on workplace flexibility as a typical situation. In fact, changes such as the work place scattering, vague job boundaries, work structure flexiblilities brought about by work place flexibility, will affect the perceptions of employees on work and work situations. Then this perception will reflect in employees’ specific job attitudes and work behaviors. In another word, workplace flexibility is an important background and situational factor of employees’ job crafting behaviour. Therefore, it is the core subject of this study that exploring job crafting in the context of workplace flexibility. This research in the context of workplace flexibility, tries to tap the meaning and dimensions of job crafting, identifies key factors that impact individual-level job crafting and reveals the mechanism by analyzing the relationship among variables in the context of workplace flexibility. Specifically, this research attempts to answer the following research questions: (1) the content and structure characteristics of job crafting in workplace flexibility, (2) the factors affecting job crafting behavior in workplace flexibility and mechanism, (3) the outcomes of job crafting behavior in workplace flexibility. To address the above issues, following the logic chain of “context-driven-need/motivation-cognition/behavior-work output”, the study synthetically uses a set of research methods of literature research, in-depth interviews, grounded theory, and questionnaires methods. Through the study of literature, the present research reviews the research of workplace flexibility and job crafting, and introduces briefly related theories, including job design theory, job demands-resources model, ERG theory, etc. Through in-depth interviews and 18 pieces of qualitative information obtained, using grounded theory of open coding, spindle coding, selective coding methods, the study taps the content, dimensions, factors and outcomes of job crafting behavior in workplace flexibility, and forms a conceptual model. Analyzing literatures deeply, the study forms the empirical research frame, and puts forward a series of hypotheses. Through pre-test and formal investigating process to obtain data, we use SPSS and AMOS Software to test the hypothesis. The main conclusions are as follows: 1. The results of quality research includes: (1) Job crafting behavior in workplaces flexibility includes five aspects: increasing psychological resources, increasing structural resources, increasing social resources, seeking job challenge, and reducing job demand; (2) job insecurity, perceived insider status, and organization status are factors affecting job crafting behavior; (3) job crafting behavior affects work outcomes, individual capability, job burnout and so on. 2. Revising the job crafting scale basing on job crafting scales developed and combining the results of quality research. The scale includes three dimensions of increasing job resources (including psychological resources, structural resources, and social resources), seeking job challenges, reducing job demand, covering 22 items. The results of exploring and confirmatory factor analysis show the scale revised has good reliability and validity. 3. The results of analysis of variance show that employees with different age, tenure, education level, post grade craft their jobs differently. Generally speaking, longer tenure, higher educated and high rank employees show more job crafting behavior. 4. Empirical results show that job insecurity, perceived insider status and organization status affect job crafting. Specifically, (1) job insecurity (including quantitative job insecurity and qualitative job insecurity ) has U relationship with increasing job resources and seeking job challenge, quantitative job insecurity has positive relationship with reducing job demand; (2) perceived insider status has positive relationship with increasing job resources and seeking job challenge, negative relationship with reducing job demand; (3) organization status has positive relationship with increasing job resources, and seeking job challenge . 5. Empirical results show that job crafting behavior affects task performance, innovation behavior and employability. Specifically: (1) increasing job resources, seeking challenges is positively related to task performance, decreasing job demand is negatively related to task performance; (2) increasing job resources, seeking challenges is positively related to innovation behavior; (3) increasing job resources, seeking challenges is positively related to internal employability and external employability. The enlightenment on management practices lies on that organization should induce employee job crafting through a variety of ways, and guide these behaviors consistent with the organizational objectives. Typical policies include: providing the staff with enough resources by designing work appropriately, caring about employee needs and creating a supportive organizational context, paying attention to their differences, and encouraging their employees to craft their jobs. This theoretical contribution includes: (1) refined the connotation of employees’ job crafting behavior in workplace flexibility and induced new dimensions, revised the job crafting behavior scale, expanded the study on job crafting connotation and content; (2) identified the factors affecting job crafting behavior in workplace flexibility, deepening the contextual research on job crafting behavior in Chinese companies; (3) focused on job crafting behavior in workplace flexibility, developed research of flexibility theory, especially human resource flexibility on the level of employees.
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