关系导向型CEO领导行为对员工态度、组织绩效的影响：雇佣关系氛围的中介作用

发布时间：2018-05-16 15:46

本文选题：关系导向型的CEO领导行为 + 雇佣关系氛围　；参考：《南京大学》2014年硕士论文

【摘要】：高层管理团队,尤其是CEO领导行为对组织绩效的影响机制一直是人力资源管理和组织行为领域关注的焦点。以Hambrick在1984年提出的高阶理论为代表,学者们正在逐步打开影响机制的“黑箱”。王辉等学者归纳了我国CEO领导行为的六个基本维度,并提出关系导向型CEO领导行为会通过影响员工态度进而影响组织绩效。然而,高阶的“CEO领导行为”是如何影响低阶的“员工态度”的,我们需要进一步探究。而且,自2008年新劳动法的颁布与实施以来,我国大部分企业都面临雇佣关系转型调整的压力。在这种背景下CEO领导行为如何影响组织绩效,雇佣关系氛围起到了什么样的作用都是要进一步解决的问题。依托Hambrick和Mason在1984年提出的高阶理论和Ferris在1998年提出的社会情境理论作为理论基础,本文提出了6组基本假设。首先,假设1提出关系导向型CEO领导行为会直接作用于组织绩效,拓展了王辉等2006年的研究；其次,假设2、3、4提出了员工态度(情感承诺、工作满意度)对关系导向型CEO领导行为与组织绩效之间的关系起到中介作用；假设5提出雇佣关系氛围对关系导向型CEO领导行为与组织绩效之间的关系起到中介作用；假设6提出雇佣关系氛围对关系导向型CEO领导行为与员工态度之间的关系起到中介作用。借助国家自然科学基金重点项目“中国企业雇佣关系模式与人力资源管理创新研究”(71332002)以及国家自然科学基金面上项目“我国转型经济下企业劳资冲突的发生机制及对策研究”(71172063)的帮助,本研究历时6个多月,对位于山东、深圳、广东、福建、安徽、江苏、天津、湖北等8个省市的330家企业发放了3300份问卷,其中CEO和人力资源负责人问卷各330份,员工问卷2640份问卷,回收企业315家,其中初步配对数据结果有305家。对初步配对的问卷结果编号后,进行如下处理。首先,对缺失值较多的问卷直接删除；对2个及2个以下的缺失值进行均值替换,保留问卷。其次,按照1名副总经理,1名人力资源管理经理以及8名员工配对的结果选择有效问卷,不能进行配对的问卷进行删除。最后,对员工填写的问卷部分,组内差异很大的问卷进行删除。最终共收集配对了294家企业的有效调研数据,有效回复率为89.1%。在检验员工态度的数据适合聚合分析后,将员工层面的数据聚合到组织层面,并运用SPSS16.0及LISREL8.80统计软件对假设进行了检验,6组基本假设全部得到验证。结构方程模型分析结果发现：(1)关系导向型CEO领导行为会直接作用于组织绩效；(2)雇佣关系氛围在关系导向型CEO领导行为与员工态度之间起完全中介作用；(3)员工态度在雇佣关系氛围和组织绩效之间起完全中介作用。即关系导向型CEO领导行为与组织绩效之间存在关系导向型CEO领导行为影响雇佣关系氛围,影响员工态度,进而影响组织绩效的线性关系。本研究具有一定的理论意义和实践意义。理论意义上,本文拓展了王辉等学者2006年提出的CEO领导行为影响组织绩效的模型,并给出实证数据验证了关系导向型CEO领导行为会直接影响组织绩效,以及雇佣关系氛围在关系导向型的CEO领导行为和员工态度之间的完全中介作用。并进一步为CEO如何影响组织产出提供了新的雇佣关系氛围视角。实践意义上,结合我国目前的雇佣关系现状,组织可以针对本文的实证发现,选拔或培养合适的领导,构建关系导向的和谐的雇佣关系氛围,从而提高员工的情感承诺和工作满意度,进而对组织绩效产生作用。
[Abstract]:The influence mechanism of the senior management team, especially the CEO leadership behavior on the organizational performance has always been the focus in the field of human resource management and organizational behavior. On behalf of the high order theory proposed by Hambrick in 1984, scholars are gradually opening the "black box" of the influence mechanism. Wang Hui and other scholars have summed up the six leading behavior of CEO in China. The basic dimension, and the relationship oriented CEO leadership behavior will affect the employee attitude and then affect the organizational performance. However, the higher order "CEO leadership behavior" affects the lower order "employee attitude", we need to further explore. And, since the promulgation and implementation of the new labor law in 2008, most of our enterprises have been faced with The pressure on the restructuring of employment relations. In this context, how CEO leadership behavior affects organizational performance and how the employment relationship atmosphere plays a role is to be further solved. Based on the high order theory proposed by Hambrick and Mason in 1984 and the social situation theory proposed by Ferris in 1998 as the theoretical basis, this paper proposes a theoretical basis. 6 basic hypotheses are given. First, hypothesis 1 suggests that relationship oriented CEO leadership will directly affect organizational performance and expand Wang Hui's 2006 research. Secondly, 2,3,4 suggests that employee attitude (emotional commitment, job satisfaction) mediate the relationship between relationship oriented CEO leadership behavior and organizational performance; 5 proposed that the employment relationship atmosphere mediates the relationship between the relationship oriented CEO leadership behavior and the organizational performance; hypothesis 6 suggests that the employment relationship atmosphere mediates the relationship between the relationship oriented CEO leadership behavior and the employee attitude. The research on innovation of type and human resource management (71332002) and the help of the National Natural Science Foundation Project "study on the mechanism and Countermeasures of enterprise labor conflict under China's transition economy" (71172063), this study lasted 6 months, and 330 in 8 provinces and cities in Shandong, Shenzhen, Guangdong, Fujian, Anhui, Jiangsu, Tianjin, Hubei and other provinces and cities. 3300 questionnaires were issued, including 330 questionnaires for CEO and human resources, 2640 questionnaires and 315 recycling enterprises, and 305 of the preliminary paired data. First, the questionnaires were dealt with. First, the questionnaires were deleted, and 2 and 2 less. Then, 1 vice general managers, 1 human resources management managers and 8 employees were selected to select effective questionnaires, which could not be deleted by paired questionnaires. Finally, the questionnaires were filled out by employees, and a large number of different questionnaires were deleted. Finally, a total of 294 enterprises were collected and matched. The effective survey data of the industry is that the effective response rate is that the data of 89.1%. in the test of employee attitude is suitable for the aggregation analysis, the data of employee level is aggregated to the organizational level, and the hypothesis is tested with SPSS16.0 and LISREL8.80 statistical software, and all the 6 basic hypotheses are verified. The results of structural equation model analysis find that (1) relationship Guided CEO leadership behavior will directly affect the organizational performance; (2) the employment relationship atmosphere plays a complete intermediary role between the relationship oriented CEO leadership behavior and the employee attitude; (3) the employee attitude plays a complete intermediary role between the employment relationship atmosphere and organizational performance. That is, the relationship between the leadership behavior and the organizational performance exists between the relationship and the organizational performance. The leadership behavior of system oriented CEO affects the atmosphere of employment relations, affects employee attitude, and then affects the linear relationship of organizational performance. This study has a certain theoretical and practical significance. In theoretical sense, this paper extends the model of the impact of CEO leadership behavior on the performance of the group, which was proposed by Wang Hui and other scholars in 2006, and gives an empirical data verification. The relationship oriented CEO leadership will directly affect the organizational performance, as well as the full intermediary role of the employment relationship atmosphere between the relationship oriented CEO leadership behavior and the employee attitude, and further provides a new employment relationship atmosphere perspective on how CEO affects the organization's output. The organization can select or cultivate appropriate leadership and build a harmonious atmosphere of employment relationship based on the empirical findings of this article, thus improving the employee's emotional commitment and job satisfaction, and then to the organizational performance.

【学位授予单位】：南京大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.92

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