基于社会交换理论的全视角员工关系研究
发布时间：2018-11-23 20:58
【摘要】： 人力资本决定成败的时代已经来到,组织愈加重视人力资源管理。在全球金融危机及新劳动法实施的国际国内的大背景下,作为人力资源管理重要内容的员工关系管理显得格外引人注目。组织与员工究竟应该定位于一种怎样的关系以及二者之间的关系怎样维持着成为一个颇具理论与现实意义的值得探讨的课题。 社会交换理论认为,组织与员工之间的关系归根结底是一种社会交换关系。以往对员工与组织之间关系的研究,均是单一视角进行探讨。如从员工角度展开研究的心理契约理论关注的是员工对于双方责任及其履行的认知,以及这些认知对员工态度及绩效的影响,而没有考虑组织的看法;组织视角的投入—贡献理论则是强调组织给予员工的投入及对员工绩效的要求和期望,以及这些投入和要求对员工绩效和态度的影响,而没有考虑员工对于组织投入的感受的影响。因此,从组织和员工双方系统、动态的对员工关系进行全面的分析探讨才能保证研究结论的不偏不倚。陈维政等人的双向视角的研究员工组织关系研究对此进行了尝试,为以后的研究提供了重要的借鉴。 本研究首先对双方交换的内容进行详尽、深入的分析,根据组织与员工交换内容,将员工关系分为16种类型包括理想型、交易型、创业型和糟糕型四种平衡型员工关系和抱怨型,慈善型,愚蠢型,知足型,低效型1,低效型2,信仰型,脆弱型,低效型3,黄牛型,危险型,包袱型12种非均衡的员工关系。研究还创造性的将组织员工交换过程分为两个阶段,即组织提供投入及各因素影响员工贡献阶段和员工提供贡献及各因素影响组织投入阶段,深入研究了组织支持感、领导—成员关系、组织文化、绩效评价因素在两个阶段中影响。通过对组织—员工交换过程动态、系统的分析,较为全面的揭示了员工关系的作用机理。 另外,针对员工关系的类型,研究还提出了分类的员工管理对策和建议。同时,针对全视角员工关系中影响因素,提出了相应的建立理想员工关系的人力资源对策,包括坚持对员工的全面激励,加强沟通、提高员工的组织支持感,完善组织的绩效评价机制,引导员工建立健康的领导—成员关系,建立支持性的企业文化。
[Abstract]:The time has come when human capital determines success or failure, and organizations pay more and more attention to human resource management. Under the background of the global financial crisis and the implementation of the new labor law, employee relationship management, as an important part of human resource management, has become more and more attractive. What kind of relationship and how to maintain the relationship between organization and staff is a theoretical and practical issue worth discussing. The theory of social exchange holds that the relationship between organization and employee is a kind of social exchange. In the past, the research on the relationship between employee and organization is discussed from a single perspective. For example, the psychological contract theory studied from the perspective of employees focuses on the cognition of both parties' responsibilities and their performance, as well as the influence of these cognition on employees' attitude and performance, without considering the views of the organization. The input-contribution theory from the organizational perspective emphasizes the input given by the organization to the employees and the requirements and expectations for the performance of the employees, and the impact of these inputs and requirements on the performance and attitude of the employees. Without considering the impact of employees' feelings of organizational involvement. Therefore, from the organizational and employee systems, dynamic comprehensive analysis and discussion of employee relations can ensure that the conclusion of the study is impartial. Chen Weizheng et al.'s research on employee organization relationship from two-way perspective, which provides an important reference for future research. Based on the content of organization and employee exchange, the employee relationship is divided into 16 types, including ideal type, transaction type, and so on. There are four types of employee relationship and complaint, charity, stupidity, contentment, inefficiency 1, low efficiency 2, belief type, fragile type, low efficiency type 3, cattle type, risk type, etc. Baggage type 12 kinds of unbalanced employee relations. The study also creatively divides the process of organizational employee exchange into two stages, namely, the stage of organization providing input and each factor influencing employee contribution, and the stage of employee providing contribution and each factor influencing organizational input. The paper deeply studies the sense of organizational support. Leadership-member relationship, organizational culture, performance evaluation factors in the two stages. Through the systematic analysis of the process of organization-employee exchange, the mechanism of employee relationship is revealed. In addition, according to the types of employee relations, the research also puts forward classified employee management countermeasures and suggestions. At the same time, aiming at the influencing factors of employee relationship from a full perspective, this paper puts forward the corresponding human resources countermeasures to establish the ideal employee relationship, including insisting on the overall encouragement to the staff, strengthening communication, and improving the staff's sense of organizational support. Improve the organization's performance evaluation mechanism, guide employees to establish a healthy leader-member relationship, and establish a supportive corporate culture.
【学位授予单位】：湘潭大学
【学位级别】：硕士
【学位授予年份】：2009
【分类号】：F272.92
本文编号：2352679
[Abstract]:The time has come when human capital determines success or failure, and organizations pay more and more attention to human resource management. Under the background of the global financial crisis and the implementation of the new labor law, employee relationship management, as an important part of human resource management, has become more and more attractive. What kind of relationship and how to maintain the relationship between organization and staff is a theoretical and practical issue worth discussing. The theory of social exchange holds that the relationship between organization and employee is a kind of social exchange. In the past, the research on the relationship between employee and organization is discussed from a single perspective. For example, the psychological contract theory studied from the perspective of employees focuses on the cognition of both parties' responsibilities and their performance, as well as the influence of these cognition on employees' attitude and performance, without considering the views of the organization. The input-contribution theory from the organizational perspective emphasizes the input given by the organization to the employees and the requirements and expectations for the performance of the employees, and the impact of these inputs and requirements on the performance and attitude of the employees. Without considering the impact of employees' feelings of organizational involvement. Therefore, from the organizational and employee systems, dynamic comprehensive analysis and discussion of employee relations can ensure that the conclusion of the study is impartial. Chen Weizheng et al.'s research on employee organization relationship from two-way perspective, which provides an important reference for future research. Based on the content of organization and employee exchange, the employee relationship is divided into 16 types, including ideal type, transaction type, and so on. There are four types of employee relationship and complaint, charity, stupidity, contentment, inefficiency 1, low efficiency 2, belief type, fragile type, low efficiency type 3, cattle type, risk type, etc. Baggage type 12 kinds of unbalanced employee relations. The study also creatively divides the process of organizational employee exchange into two stages, namely, the stage of organization providing input and each factor influencing employee contribution, and the stage of employee providing contribution and each factor influencing organizational input. The paper deeply studies the sense of organizational support. Leadership-member relationship, organizational culture, performance evaluation factors in the two stages. Through the systematic analysis of the process of organization-employee exchange, the mechanism of employee relationship is revealed. In addition, according to the types of employee relations, the research also puts forward classified employee management countermeasures and suggestions. At the same time, aiming at the influencing factors of employee relationship from a full perspective, this paper puts forward the corresponding human resources countermeasures to establish the ideal employee relationship, including insisting on the overall encouragement to the staff, strengthening communication, and improving the staff's sense of organizational support. Improve the organization's performance evaluation mechanism, guide employees to establish a healthy leader-member relationship, and establish a supportive corporate culture.
【学位授予单位】：湘潭大学
【学位级别】：硕士
【学位授予年份】：2009
【分类号】：F272.92
【引证文献】
相关博士学位论文 前1条
1 侯景亮;基于心理契约的施工项目团队成员激励及目标实现的实证研究[D];西南交通大学;2011年
相关硕士学位论文 前1条
1 夏李;顾客感知价值对顾客心理契约影响研究[D];安徽大学;2011年
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