本文選題：向上影響 + 策略效果　； 參考：《云南財(cái)經(jīng)大學(xué)》2017年碩士論文

【摘要】：隨著組織結(jié)構(gòu)逐漸精簡(jiǎn)與授權(quán)員工開始盛行,向上影響顯得特別重要。向上影響就是下屬有計(jì)劃地運(yùn)用各種策略影響上級(jí)的過程。影響策略的有效性,即影響策略幫助向上影響行為取得成功的程度,對(duì)于提升向上影響的影響力發(fā)揮了重要作用。研究向上影響策略的有效性對(duì)個(gè)人和組織均有重要意義:一方面,有效的向上影響可以使下屬獲得個(gè)人利益、使自己的意見得到支持、改善形象、改善績(jī)效,實(shí)現(xiàn)自我價(jià)值。對(duì)上級(jí)而言,有效地接納下屬的想法能夠避免固步自封,減輕決策壓力,提高自身工作效率,使組織受益的同時(shí)增強(qiáng)個(gè)人的領(lǐng)導(dǎo)力;另一方面,組織通過有效接收來自底層的有效信息,提升組織決策的科學(xué)性,增強(qiáng)組織的凝聚力,有助于實(shí)現(xiàn)人才的脫穎而出和組織績(jī)效的提升。基于此本文溯本求源,從向上影響“策略使用——策略有效性”這一完整過程出發(fā),以組織中向上影響策略有效性為核心,采用定性研究與定量研究相結(jié)合的方法,借鑒向上影響理論、領(lǐng)導(dǎo)理論、組織理論等相關(guān)研究,通過問卷調(diào)查、探索性和驗(yàn)證性因子分析、相關(guān)分析和方差分析等方法,首先構(gòu)建并驗(yàn)證理論模型,接著探討向上影響策略使用與策略效果之間的關(guān)系,最后在領(lǐng)導(dǎo)風(fēng)格和組織文化的影響下,審視向上影響策略的目標(biāo)者對(duì)策略效果的評(píng)價(jià)差異及其背后的上級(jí)心理和行為特征。通過實(shí)證研究,本文主要得出以下三點(diǎn)結(jié)論:第一,中國(guó)文化下組織內(nèi)有六種常用的向上影響策略,分別是以理服人和工作表現(xiàn)、直接脅迫、訴諸規(guī)則、越級(jí)訴訟、利誘和關(guān)系策略。并且反映出各策略的有效性特征,一般來說以理服人和工作表現(xiàn)策略最為有效,直接脅迫策略最為無效。第二,通過向上影響策略使用頻率與策略有效性之間的關(guān)系研究證明,二者之間相關(guān)性不顯著。即“頻率”與“有效”是兩回事,無法用策略使用頻率代替策略效果,進(jìn)行對(duì)向上影響策略有效性的預(yù)測(cè)。第三,通過領(lǐng)導(dǎo)風(fēng)格、組織文化對(duì)向上影響策略有效性的關(guān)系研究證明,領(lǐng)導(dǎo)風(fēng)格和組織文化分別對(duì)策略有效性產(chǎn)生影響,但二者交互作用不顯著。具體而言,對(duì)于關(guān)系策略,針對(duì)團(tuán)體維系型和個(gè)人品德型上級(jí)實(shí)施均比針對(duì)目標(biāo)達(dá)成型上級(jí)實(shí)施效果更佳,在創(chuàng)新型和支持型組織文化中實(shí)施均比在官僚型組織文化中實(shí)施效果更佳;對(duì)于越級(jí)訴訟策略和利誘策略,在創(chuàng)新型和支持型組織文化中實(shí)施均比在官僚型組織文化中實(shí)施效果更佳。
[Abstract]:With the gradual streamlining and empowerment of organizational structure, upward impact is particularly important.Upward impact is the process by which subordinates systematically use various strategies to influence their superiors.The effectiveness of the influence strategy, that is, the degree of success that the influence strategy helps to achieve, plays an important role in enhancing the influence of the upward impact.It is important to study the effectiveness of upward impact strategies for both individuals and organizations: on the one hand, effective upward influence can make subordinates gain personal benefits, support their opinions, improve their image, improve their performance, and realize their self-worth.For superiors, an effective acceptance of subordinates' ideas can avoid complacency, reduce decision-making pressure, improve efficiency, benefit the organization and enhance personal leadership; on the other hand,By effectively receiving the effective information from the bottom, the organization can enhance the scientific nature of the organization's decision-making, strengthen the cohesion of the organization, and help to achieve the talent stand out and the organizational performance.Based on this research, this paper starts from the whole process of "strategy use-strategy effectiveness", takes the effectiveness of upward influence strategy as the core, and adopts the method of combining qualitative and quantitative research.Through questionnaire survey, exploratory and confirmatory factor analysis, correlation analysis and variance analysis, we first build and verify the theoretical model.Finally, under the influence of leadership style and organizational culture, this paper examines the differences in the evaluation of the effects of the upward impact strategies and the psychological and behavioral characteristics of their superiors.Through empirical research, this paper draws the following three conclusions: first, there are six common upward influence strategies in Chinese culture, namely, convincing people and performance, direct coercion, recourse to rules, and leapfrogging litigation.Inducement and relationship strategy.And it reflects the effectiveness of each strategy. Generally speaking, the strategy of convincing people and working performance is the most effective, and the strategy of direct coercion is the most ineffective.Secondly, it is proved that there is no significant correlation between the frequency of strategy use and the effectiveness of strategies.That is, "frequency" and "effectiveness" are two different things.Thirdly, through the study of the relationship between leadership style and organizational culture, it is proved that leadership style and organizational culture affect the effectiveness of strategy respectively, but the interaction between them is not significant.Specifically, for the relationship strategy, the implementation of group maintenance and personal moral superior is better than that of target achievement.Implementation in innovative and supportive organizational culture is better than that in bureaucratic organizational culture; for leapfrogging litigation strategy and inducement strategy,It is better to carry out in innovative and supportive organizational culture than in bureaucratic organizational culture.
【學(xué)位授予單位】：云南財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F274

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本文編號(hào)：1761711