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论文编号：	9344
作者编号：	1120140823
上传时间：	2017/6/20 16:03:43
中文题目：	员工参与对创新行为的影响机制研究
英文题目：	Research on the Effcet Mechanism of Employee Involvement and Participation on Employees’ Innovative Behavior
指导老师：	崔勋
中文关键字：	员工参与；工作疏离感；组织认同；创新行为；互动公平
英文关键字：	Employee involvement and participation; work alienation; organizational identification; innovative behavior; interactional justice
中文摘要：	基于组织创新和员工工作诉求变化的双重压力，员工参与作为企业的制度设计或组织方式成为实践界广泛关注的主题。首先，随着科学技术发展和经济全球化进程的加快，企业所面临的经济、技术及市场环境都变得更具动态性、不确定性和复杂性，外部环境对组织的柔性、创新性等提出了更高的要求。企业需要在组织结构和工作设计上打破部门之间和工作之间的界限，构建柔性化组织以应对外部环境的压力。由此引发高层管理者需要减少自上而下的控制，鼓励基层员工广泛而深入的积极参与，依靠集体智慧在实践中发现和利用各种创新机会；员工自身同样需要不断创新以应对更加多样化和丰富化的工作任务和挑战。其次，随着人们物质生活水平的逐步提高，人们对精神需求的满足要求与期望越来越高。体现在组织领域，员工工作诉求的变化使得传统的管理方式受到前所未有的挑战。员工期待在工作中拥有自主性和发言权，展现自己的价值并得到认可，以获得工作意义感及成就感。传统管理方式往往使得员工在企业中的地位受限，不能在企业运营和工作场所决策中表达自己的意见，这使得员工往往采取冷漠的态度对待企业的经营和发展。 然而，学术界对员工参与的研究仍显不足。第一，既有研究基于劳动关系视角和人力资源管理视角分别展开，并取得了丰富的研究成果，但缺少两种视角下的整合性研究框架。第二，既有研究大多关注员工参与的性质、内容和过程，但是对于员工参与动因这一前导性的因素却并未深入探讨，也少有研究关注员工参与动因和员工参与有效性的关系。第三，学者们对员工参与的结果和作用机制开展了大量的研究，但“员工参与—创新行为”过程机制的研究相对不足，未能揭示其内在的作用机理。 基于上述理论和实践背景，本文整合劳动关系领域和人力资源管理领域的研究成果，对员工参与的概念和维度进行重新界定，并在此基础上以员工参与动因为切入点，构建“员工参与—员工主体地位—创新行为”和“员工参与—员工的认知和情绪—创新行为”的双重路径分析框架，旨在探讨员工参与对创新行为影响的过程机制，并运用质性和量化研究方法展开以下研究：首先，在对相关文献进行回顾和梳理的基础上，基于劳动关系和人力资源管理的双重视角对员工参与概念进行重新的界定，并将员工参与划分为角色内发言权、高参与组织方式和角色外发言权三个基本维度。其次，以员工参与动因为切入点，展开关系的解析和理论模型的构建。具体而言，根据员工参与动因将员工参与划分为民主导向和效率导向两个基本类型，分别阐释两种导向下员工参与对创新行为的影响及作用机理。前者通过提高员工主体地位来促进员工创新行为；后者则通过引起员工认知或情绪的变化来激发员工创新行为；在这两条影响路径中，管理者行为方式是重要的情境边界。最后，通过变量选择将理论模型转化为实证研究模型，提出研究假设并展开实证研究。鉴于工作疏离感能够反映员工主体地位，组织认同是员工认知和情绪在组织工作中的体现，互动公平能够反映管理者行为方式，本文选择工作疏离感和组织认同作为员工参与对创新行为影响的中介变量，选择互动公平作为中介机制的调节变量。 通过对研究模型和研究假设的检验，得到以下结论：第一，员工参与对创新行为具有显著正向影响。且角色内发言权和高参与组织方式对创新行为的影响程度高于角色外发言权的影响程度。第二，员工参与通过工作疏离感显著影响创新行为。员工参与通过员工组织认同显著影响创新行为。第三，在角色内发言权维度上，互动公平显著调节工作疏离感和组织认同的双中介效应；而在高参与组织方式和角色外发言权维度上，互动公平对双中介作用的调节效应不显著。第四，通过单中介模型、双中介模型和被调节的中介模型的比较结果，角色内发言权的被调节的中介模型比较理想，高参与组织方式和角色外发言权的双中介模型比较理想。 本文的创新点在于：第一，突破已有文献和概念的局限，基于人力资源管理和劳动关系的双重视角，拓展了员工参与的内涵、维度和测量。第二，突破已有文献研究视角单一的局限，基于民主和效率的双重驱动，搭建了员工参与对创新行为影响的整合框架，深入和系统地挖掘员工参与对创新行为的中间机制。第三，基于中国的现实情境，探索管理者行为方式在员工参与对创新行为影响过程中的作用；第四，从多视角、多层次探讨员工创新行为的产生机制。 本文对企业管理实践的启示体现在：帮助企业更加全面地了解在复杂环境下员工参与的重要性，也揭示了“员工参与—创新行为”的中间机制，使管理者认识到现实中各种员工参与类型“为什么”、“怎样”以及“什么情景下”发挥作用，为企业制定有效的员工参与决策提供借鉴和启示。
英文摘要：	Based on the dual pressures of organizational innovation and the change of employees’ work demands, Employee Involvement and Participation (EIP) as the enterprises’ institutional design or organization mode has become a subject of widespread concern in the field of management practice. First of all, with the development of science and technology and the speeding up of economic globalization, the economic, technical and market environment faced by enterprises have become more dynamic, uncertain and complex, the external environment made a higher demand for the flexibility and innovation of organizations. Enterprise needs to break down the boundaries between departments and work in organizational structure and job design, and build a flexible organization in response to external environmental pressures. This leads to the need for top management to reduce the top-down control and encourage junior staff to take an active part in activities broadly and deeply, and rely on collective wisdom to discover and exploit innovative opportunities in practice. Employees themselves also need to innovate constantly to cope with more diverse and abundant work tasks and challenges. Secondly, with the gradual improvement of people’s material quality of life, people’s requirements and expectations of satisfaction with the demands of the spiritual life are getting higher and higher. Reflected in the field of organization, the changes of the employee work demands make the traditional management approach face unprecedented challenges. Employees expect to have autonomy and voice at work, to show their value and to be approved for a sense of work meaning and accomplishment. The traditional management mode often limits employees’ status in the enterprise, and makes them cannot express their own opinions in enterprise operation and decision-making in the workplace, which makes employees tend to take a cold attitude towards the operation and development of the enterprise. However, the academic research on EIP is still insufficient. Firstly, existing studies are based on perspectives of labor relations and human resources management and obtained a wealth of research results, but the lack of the two perspectives is an integrated research framework. Secondly, the existing researches mainly focus on the nature, content and process of EIP, but the motivation of EIP was not sufficiently discussed, and only few researchers have focused on the relationship between EIP motivation and effectiveness. Thirdly, although the researchers have carried out a lot of research on the results and mechanism of employee participation, the process mechanism of “EIP-innovation behavior” is relatively inadequate, and the inherent mechanism has not been revealed. On the basis of the above theoretical and practical background, this paper integrates the research results in the field of labor relations and human resource management, and redefines the concept and dimensions of EIP, and takes EIP motivation as the breakthrough point, extracts the analytical framework of “EIP-employees status-innovation behavior” and “EIP-employees cognition and emotion-innovation behavior”, aims to explore the process mechanism of EIP on innovation behavior, and launches the following research using qualitative and quantitative research methods: Firstly, based on the review of the concept, dimensions and measurement of EIP and on the dual perspectives of labor relations and human resources management, this study redefines the concept of EIP, and divides it into three basic dimensions, namely the roles voice, the high involvement organization mode and the voice beyond roles. Secondly, taking EIP motivation as the breakthrough point, this study unfolds the analysis of relationship and the building of theoretical model. Specifically, according to EIP motivation, employee participation is divided into two basic types, namely democratic orientation and efficiency orientation, respectively explaining the influence mechanism of EIP on innovation behavior under the orientation of the two orientations. The former is to promote employee innovative behavior by improving the employees’ status; the latter stimulates employee innovative behavior by means of changing employee’ cognition and emotion. In the two paths, the behavior of managers is an important situational factor. Finally, the theoretical model is transformed into an empirical research model by variable selection, and the research hypothesis and empirical research are put forward. In view of work alienation can reflect the status of employees, organizational identification reflects employees’ cognition and emotion in the organization, interactive justice can reflect the behavior of managers, this study takes work alienation and organizational identification as mediators of the relationship between employee participation and innovative behavior, and interactive justice as the moderator of the mediating mechanism. Through the examination of research model and hypotheses, we get the following conclusions: Firstly, EIP has a significant positive influence on innovative behavior, and the influence degrees of the roles voice and the high involvement organization mode are higher than the influence degree of the voice beyond roles. Secondly, EIP has significant influence on innovative behavior through work alienation. EIP has significantly influence on innovation behavior through organizational identification. Thirdly, in the roles voice dimension, interactional justice significantly moderates the dual mediating effect of work alienation and organizational identification. In the high involvement organization mode dimension and the voice beyond roles, the moderation of interactional justice on the dual mediation effect of work alienation and organizational identification was not significant. Fourthly, comparing the mediation models, the dual mediation models and the moderated mediation models, the moderated mediation models of the roles voice is relatively ideal; however, the dual mediation model of the high involvement organization mode and the voice beyond roles is relatively ideal. The innovations of the study are as follows: Firstly, breakthrough the limitations of existing literature and concepts, from the dual perspective of labor relations and human resource management, the concept and dimensions of EIP are redefined. Secondly, breakthrough the limitations of existing literature research based on a single perspective, based on the dual driving forces of democracy and efficiency, an integrated framework for EIP on innovative behavior is established. Thirdly, based on the reality of the situation in China, this study explores the impact of managers’ behavior on the relation of EIP and innovative behavior. Finally, this study explores the mechanism of innovative behavior from multiple perspectives and multi-level. The enlightenment of enterprise management practice in the study is reflected as follows: To help enterprises understand the importance of EIP in the complex environment more fully, and provide an empirical basis for enterprises to pay attention to EIP. To reveal the mediating mechanism of “EIP- innovative behavior”, enable managers to recognize the various types of EIP in the “why” and “how” and “what scenarios” play a role, provide enlightenment for enterprises in developing effective EIP decision-making.
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