【摘要】： 人力資本決定成敗的時(shí)代已經(jīng)來(lái)到,組織愈加重視人力資源管理。在全球金融危機(jī)及新勞動(dòng)法實(shí)施的國(guó)際國(guó)內(nèi)的大背景下,作為人力資源管理重要內(nèi)容的員工關(guān)系管理顯得格外引人注目。組織與員工究竟應(yīng)該定位于一種怎樣的關(guān)系以及二者之間的關(guān)系怎樣維持著成為一個(gè)頗具理論與現(xiàn)實(shí)意義的值得探討的課題。 社會(huì)交換理論認(rèn)為,組織與員工之間的關(guān)系歸根結(jié)底是一種社會(huì)交換關(guān)系。以往對(duì)員工與組織之間關(guān)系的研究,均是單一視角進(jìn)行探討。如從員工角度展開(kāi)研究的心理契約理論關(guān)注的是員工對(duì)于雙方責(zé)任及其履行的認(rèn)知,以及這些認(rèn)知對(duì)員工態(tài)度及績(jī)效的影響,而沒(méi)有考慮組織的看法;組織視角的投入—貢獻(xiàn)理論則是強(qiáng)調(diào)組織給予員工的投入及對(duì)員工績(jī)效的要求和期望,以及這些投入和要求對(duì)員工績(jī)效和態(tài)度的影響,而沒(méi)有考慮員工對(duì)于組織投入的感受的影響。因此,從組織和員工雙方系統(tǒng)、動(dòng)態(tài)的對(duì)員工關(guān)系進(jìn)行全面的分析探討才能保證研究結(jié)論的不偏不倚。陳維政等人的雙向視角的研究員工組織關(guān)系研究對(duì)此進(jìn)行了嘗試,為以后的研究提供了重要的借鑒。 本研究首先對(duì)雙方交換的內(nèi)容進(jìn)行詳盡、深入的分析,根據(jù)組織與員工交換內(nèi)容,將員工關(guān)系分為16種類(lèi)型包括理想型、交易型、創(chuàng)業(yè)型和糟糕型四種平衡型員工關(guān)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,黃牛型,危險(xiǎn)型,包袱型12種非均衡的員工關(guān)系。研究還創(chuàng)造性的將組織員工交換過(guò)程分為兩個(gè)階段,即組織提供投入及各因素影響員工貢獻(xiàn)階段和員工提供貢獻(xiàn)及各因素影響組織投入階段,深入研究了組織支持感、領(lǐng)導(dǎo)—成員關(guān)系、組織文化、績(jī)效評(píng)價(jià)因素在兩個(gè)階段中影響。通過(guò)對(duì)組織—員工交換過(guò)程動(dòng)態(tài)、系統(tǒng)的分析,較為全面的揭示了員工關(guān)系的作用機(jī)理。 另外,針對(duì)員工關(guān)系的類(lèi)型,研究還提出了分類(lèi)的員工管理對(duì)策和建議。同時(shí),針對(duì)全視角員工關(guān)系中影響因素,提出了相應(yīng)的建立理想員工關(guān)系的人力資源對(duì)策,包括堅(jiān)持對(duì)員工的全面激勵(lì),加強(qiáng)溝通、提高員工的組織支持感,完善組織的績(jī)效評(píng)價(jià)機(jī)制,引導(dǎo)員工建立健康的領(lǐng)導(dǎo)—成員關(guān)系,建立支持性的企業(yè)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.
【學(xué)位授予單位】：湘潭大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2009
【分類(lèi)號(hào)】：F272.92

【引證文獻(xiàn)】

相關(guān)博士學(xué)位論文 前1條

1 侯景亮;基于心理契約的施工項(xiàng)目團(tuán)隊(duì)成員激勵(lì)及目標(biāo)實(shí)現(xiàn)的實(shí)證研究[D];西南交通大學(xué);2011年

相關(guān)碩士學(xué)位論文 前1條

1 夏李;顧客感知價(jià)值對(duì)顧客心理契約影響研究[D];安徽大學(xué);2011年

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本文編號(hào)：2352679