基层公共部门组织文化类型、组织公民行为及其关系研究

发布时间：2019-01-17 11:04

【摘要】：组织文化理论自20世纪80年代提出以来,其在组织管理中的重要作用日渐显现,研究热度持续高涨。与此同时,组织公民行为作为自发性质的"角色外行为",也日益得到学术界的重视和关注。通过探讨基层公共部门组织文化类型与组织公民行为的关系,分析不同类型的组织文化认知对组织公民行为的影响及程度,提出优化基层公共部门组织文化建设,提升组织公民行为的对策建议。基于对中原某县人民检察院组织文化类型及其53名工作人员组织公民行为的实证研究,通过对统计数据进行信度、效度检验、均值比较、相关性分析及回归分析等,结合调研中的一手访谈资料,得出如下结论:(1)现有基层公共部门组织文化类型认知总体为等级森严式,部落式得分稍次于等级森严式,市场为先式和临时体制式得分相对靠后。(2)我国基层公共部门组织公民行为处于相对较高水平。其中,协助同事、敬业守法、人际和谐维度得分较高,公私分明、认同组织维度得分相对较低。(3)不同性别、年龄、学历、工作年限、职位、收入等背景变量下的组织公民行为不存在显著性差异。(4)部落式组织文化与组织公民行为具有显著正相关;市场为先式、等级森严式文化与组织公民行为具有显著负相关;临时体制式文化与组织公民行为无显著相关。(5)不同组织文化认知下的组织公民行为存在显著性差异,且部落式文化认知下的组织公民行为总体优于等级森严式,市场为先式文化认知下的组织公民行为表现较为摇摆,但总体次于部落式文化下的组织公民行为。为此,基层公共部门可以从文化、组织、领导、工作任务四个层面着手,加以改进组织文化建设,优化组织公民行为:从文化层面而言,坚持以人为本营造和谐的组织氛围,打造服务型政府培育基层公务人员的公共行政精神;从组织层面而言,合理利用隐性激励手段,关注员工需求与职业发展,加强成员间的交流与合作;从领导层面而言,逐步由交易型领导向变革型领导转变,适度强化员工在集体决策中的参与权和知情权,加强纵向与横向沟通,构建融洽的领导—成员关系;从任务层面而言,以合理的岗位设计与操作适度开展岗位轮换,注重绩效反馈,实现员工个人与组织集体的协同发展。同时为规避组织公民行为升级等负面效应,应对组织公民行为进行辨别与区分,防止因过度宣传组织公民行为和使用"显性激励"手段,削弱组织成员表现优秀组织公民行为的动机与热情。
[Abstract]:Since the theory of organizational culture was put forward in 1980's, its important role in organizational management has gradually appeared, and the research heat has been rising continuously. At the same time, organizational citizenship behavior (OCB), as a spontaneous character, has been paid more and more attention by academic circles. This paper discusses the relationship between organizational culture types and organizational citizenship behavior in the grass-roots public sector, analyzes the influence and extent of different organizational culture cognition on organizational citizenship behavior, and proposes to optimize the organizational culture construction in the grass-roots public sector. Countermeasures and suggestions for promoting organizational Citizenship behavior. Based on an empirical study of organizational culture types and organizational citizenship behavior of 53 staff members of a people's Procuratorate in Central Plains, the statistical data were tested for reliability, validity, mean value comparison, correlation analysis and regression analysis. Combined with the first-hand interview materials in the research, the following conclusions are drawn: (1) the existing grass-roots public sector organizational culture type cognition is generally hierarchical, tribal score is slightly lower than hierarchical style, The scores of market preemption and temporary system are relatively low. (2) the organizational citizenship behavior of grass-roots public sector in China is relatively high. Among them, assisting colleagues, professional and law-abiding, interpersonal harmony dimension score higher, public-private clear, identity organizational dimension score is relatively low. (3) different gender, age, education, working life, position, There is no significant difference in organizational citizenship behavior under background variables such as income. (4) there is a significant positive correlation between tribal organizational culture and organizational citizenship behavior; Market is the first type, hierarchical culture has a significant negative correlation with organizational citizenship behavior; There was no significant correlation between temporary institutional culture and organizational citizenship behavior. (5) there were significant differences in organizational citizenship behavior under different organizational culture cognition, and the organizational citizenship behavior under tribal culture cognition was generally superior to hierarchical citizenship behavior. The behavior of organizational citizenship under the pre-culture cognition of market is rocking, but it is inferior to the organizational citizenship behavior under tribal culture. Therefore, the grass-roots public sector can improve the organizational culture construction and optimize the organizational citizenship behavior from four aspects of culture, organization, leadership and work tasks: from the cultural level, adhere to people-oriented to create a harmonious organizational atmosphere, Build a service-oriented government to cultivate the public administration spirit of grass-roots public servants; From the organizational level, reasonable use of implicit incentives, pay attention to the needs of employees and career development, strengthen the exchange and cooperation among members; From the leadership level, gradually from transactional leadership to transformational leadership, moderately strengthen employees' right to participate and know in collective decision-making, strengthen vertical and horizontal communication, and build a harmonious leader-member relationship; From the task level, the reasonable post design and operation should be used to carry out the post rotation, pay attention to the performance feedback, and realize the cooperative development between the individual and the organization. At the same time, in order to avoid the negative effects such as the escalation of organizational citizenship behavior, we should distinguish and distinguish the organizational citizenship behavior, prevent excessive propaganda of organizational citizenship behavior and use of "explicit incentive" means. Weaken the motivation and enthusiasm of organization members to express outstanding organizational citizenship behavior.
【学位授予单位】：山东大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：C936

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