裁员视角下人力资源最优激励机制设计

在假定产出可以观测的条件下,构造企业与员工之间的委托-代理激励模型,针对企业员工有效劳动时间是时称信息和非对称信息,分别设计包含裁员概率的企业最优激励合同,然后讨论裁员概率如何对激励合同与员工积极性产生影响.     

裁员视角下人力资源的有效激励与代理成本分析

在假定产出可以观测的条件下,构造含裁员概率的企业与员工之间的委托-代理激励模型,把企业的裁员概率与员工的实际业绩结合起来,针对员工素质类型是对称信息和非对称信息,分别探讨含产出-工资合同的企业激励机制设计,比较两种不同信息结构下不同激励效应,分析非对称信息下实施合同的代理成本.     

委托-代理下人力资源有效激励模式与退出机制设计

在假定产出可以观测的条件下,首先比较员工素质信息是完全信息和非对称信息下不同产出差异,再讨论基于利润分享激励模式下不同激励效应,最后设计出根据员工自愿选择策略而实现的企业存优弃劣的有效退出机制.     

CoPS创新用户对系统集成商的激励研究——模型与模拟分析

本文通过模型的建立和模拟,对CoPS创新系统集成商的激励问题进行了探讨。认为在信息非对称条件下系统集成商的创新风险规避度和未来创新收益方差的大小将影响CoPS用户对系统集成商激励方案的设计,进而影响系统集成商最优努力水平的选择以及激励成本和总代理成本的大小,最后,影响各自收益的大小。     

非对称信息下基于惩罚和奖励的供应链协同机制

研究了非对称信息下生产商与供应商之间的协同机制.通过对信息隐匿和信息对称条件下供应链决策结果的比较,分析了建立协同机制的必要性,引进了基于惩罚和奖励的激励函数,提出了由订货量、惩罚成本和奖金三种激励方式相结合的协同机制,着重研究了订货量一定的情况下,生产商通过调整惩罚成本和奖金使非对称信息下供应链系统的绩效实现了最优,最后进行了仿真计算.     

非对称信息条件下企业家激励与约束机制的构建

激励和约束是市场经济里最本质的东西,在有效资源配置背后起着根本性作用。我国企业家市场目前尚不健全,建立和健全企业家的激励与约束机制,乃是重中之重。为减少非对称信息条件下各种问题的发展,对企业家进行有效的激励,是保证所有者利益的重要举措。另外,还必须建立有效的约束机制,才能保证企业在企业家的率领下更好的发展,符合各方利益。     

非对称信息下分销渠道中的激励契约设计

研究了信息非对称条件下,制造商如何设计相应契约来激励分销商提高服务水平进而最大化制造商自己的利益的问题.给出了信息非对称下的供应链契约设计模型,并计算了信息价值.模型结果表明,分销商销售能力越强,制造商获益越多;并且,制造商收益与分销商销售能力成平方增长关系.同时,还得到在信息非对称情况下,制造商由于信息的缺乏付出了代价,当分销商的销售能力越强时这种情况表现越为明显,信息价值也就越大,制造商收集分销商有关信息的动机也就越强等结论.     

公司股权和管理层激励对信息非对称程度的影响研究

本文基于MRR模型,引入股权转让和管理层薪酬,实证研究公司股权、管理层激励与信息非对称之间的关系.研究表明,公司内部人显著提高了交易过程的信息非对称程度,而机构投资者则显著降低了交易过程的信息非对称程度.上市公司股权越集中,信息非对称程度越低.股权转让和管理层激励都不同程度地降低了信息非对称程度,且股权激励的效果比薪酬激励更加显著.     

企业人力资源最优退出机制设计

在假定产出可以观测的条件下,针对企业员工素质信息是完全信息和非对称信息,根据绩效原则,分别构造企业裁员模型,再讨论基于企业利润为目标的、留用概率和员工分离补偿为特征的最优退出机制,最后对裁员机制中所涉及相关参数进行比较静态分析.     

冗余资源配置条件下的企业技术创新激励合约研究

基于多任务委托代理模型的分析框架,建立了企业同时采用新增资源投入和搜寻企业冗余资源进行技术创新的信息不对称条件下的委托代理模型。通过对模型的分析,得出了企业技术创新所需的新增资源和冗余资源投入的优化配置条件,以及2种资源组合配置模式下的企业员工技术创新活动的最优激励合同条件。企业可以根据新增资源的边际收益、边际成本,以及各行动之间成本函数的相互依存性的不同组合,采取适度激励、重度强化激励、轻度强化激励、重度弱化激励和轻度弱化激励等优化激励组合方案来激励员工进行技术创新活动,从而使企业技术创新资源的配置有更多优化方案选择,以降低企业创新的风险和成本,提高资源效率和创新绩效。     

Leadership and Crew Resource Management in High-Reliability Organizations: A Competency Framework for Measuring Behaviors

High-reliability organizations (HROs) have emerged across a number of highly technical, and increasingly automated industries (e.g., aviation, medicine, nuclear power, and oil field services). HROs incorporate complex systems with a large number of employees working in dynamic, and potentially dangerous environments. Effectively managing contingencies in HROs, to simultaneously promote safe and efficient behaviors is a daunting task. Crew Resource Management (CRM) has emerged in HROs as a highly effective approach to training and sustaining essential skills within work teams operating across a large workforce. CRM provides a competency framework that enables adherence to standard work instructions while, at the same time, encourages adaptive variance in responding to effectively manage current environmental circumstances that depart from normal routines. This paper considers the development of CRM across several high-reliability industries, develops a behavior analytic account of CRM behaviors, and describes an approach to measuring behaviors within simulated and actual work environments.     

Strengthening Safety Compliance in Nuclear Power Operations: A Role‐Based Approach

Safety compliance is of paramount importance in guaranteeing the safe running of nuclear power plants. However, it depends mostly on procedures that do not always involve the safest outcomes. This article introduces an empirical model based on the organizational role theory to analyze the influence of legitimate sources of expectations (procedures formalization and leadership) on workers’ compliance behaviors. The sample was composed of 495 employees from two Spanish nuclear power plants. Structural equation analysis showed that, in spite of some problematic effects of proceduralization (such as role conflict and role ambiguity), procedure formalization along with an empowering leadership style lead to safety compliance by clarifying a worker's role in safety. Implications of these findings for safety research are outlined, as well as their practical implications.     

The Pygmalion Process and Employee Creativity

The study examined the Pygmalion process for creativity among 140 R&D employees. Results generally supported the Pygmalion model. Supervisors holding higher expectations for employee creativity were perceived by employees as behaving more supportively of creativity. The effects of these behaviors on employee creative self-efficacy were mediated by employee view of creativity expectations. Creative self-efficacy mediated the effects of supervisor expectations, supervisor behaviors, and employee view, on creative performance. Implications for theory and practice are discussed.     

The "Trust Gap" Hypothesis: Predicting Support for Biotechnology Across National Cultures as a Function of Trust in Actors

Using results from the 1999 Eurobarometer survey and a parallel telephone survey done in the United States in 2000, this study explored the relationship between levels of knowledge, educational levels, and degrees of encouragement for biotechnology development across a number of medical and agricultural applications. This cross-cultural exploration found only weak relationships among these variables, calling into question the common assumption that higher science literacy produces greater acceptance (whether or not mediated by lower perceived risk). The relationship between encouragement and trust in specific social institutions was also weak. However, regression analysis based on "trust gap" variables (defined as numerical differences between trust in specific pairs of actors) did predict national levels of encouragement for several applications, suggesting an opinion formation climate in which audiences are actively choosing among competing claims. Differences between European and U.S. reactions to biotechnology appear to be a result of different trust and especially "trust gap" patterns, rather than differences in knowledge or education.     

R&D员工领导创新期望、内部动机与创新行为研究

在现代组织行为研究领域推动员工创造、创新的组织行为研究是一个热点问题。本文通过对我国跨地区企业研发员工的问卷调查研究对领导创新期望、员工内部工作动机及其创新行为间的关系进行了实证探讨。研究发现,在我国背景下,直属领导对下属员工的创新期望、员工之间横向交换对研发员工创新的行为都具有正向预测作用,其中员工内在工作动机在领导创新期望、员工横向交换对员工创新行为的作用路径关系中起到中介效应。本研究的调查结论不仅有助于加深我们对组织内员工创新行为推动和作用机制的深入了解,同时也会对我国企业,特别是高新技术企业推动员工创新的管理实践提供借鉴。     

化被动为主动:共享型领导对员工主动变革行为的影响及作用机制研究

如何让员工将其工作角色外的行为,如主动变革行为,视为其角色内的行为越来越受到学者和管理者的关注。主动变革行为是指个体通过自愿的和建设性的努力来影响组织功能改变的行为,属于一种挑战性的组织公民行为。尽管以往研究对员工主动变革行为的影响因素进行了一些探讨,但主要聚焦于正式垂直领导和个体因素,鲜有研究关注团队情景因素对其的作用效果。通过问卷调查法,以69个部门和262名员工的配对数据为样本,本研究考察了共享型领导对员工主动变革行为的影响及作用机制。跨层次分析结果表明:(1)共享型领导对员工主动变革行为有积极影响;(2)主动变革行为的角色定义与和谐工作激情会分别中介共享型领导与员工主动变革行为之间的关系;(3)领导-成员交换质量会分别调节共享型领导与员工角色宽度自我效能与和谐工作激情之间的关系,领导-成员交换质量越高,共享型领导对员工角色宽度自我效能与和谐工作激情的积极作用越显著;(4)领导-成员交换质量会调节共享型领导通过角色宽度自我效能对员工主动变革行为的间接作用,领导-成员交换质量越高,这一间接作用越显著。     

Leader–member exchange and organizational dehumanization: The role of supervisor’s organizational embodiment

This research examined the negative relationship between leader–member exchange (LMX) and organizational dehumanization (i.e., employees’ perceptions that their organization treats them like tools), and specifically the consequences of this LMX–dehumanization relationship on employees’ emotional exhaustion, affective commitment, and voice behaviors. Further, given that supervisors act as representatives of the organization, we argued that these relationships would be stronger for employees identifying their supervisor with the organization (i.e., high supervisor’s organizational embodiment). Across two samples, results showed that high-quality LMX was negatively associated with organizational dehumanization. Further, organizational dehumanization was found to mediate the relationships between LMX and outcomes (i.e., emotional exhaustion, affective commitment, and voice behaviors). Finally, the mediation model was moderated by supervisor’s organizational embodiment. More specifically, the negative effects of LMX on organizational dehumanization and its subsequent outcomes were stronger when leaders were perceived as sharing many characteristics with their organization. This research expands the recent and scarce knowledge on the determinants, boundary conditions and outcomes of organizational dehumanization. Our findings suggest that interpersonal relationships at work and, in particular, very common supervisor-related perceptions should be considered when examining organizational dehumanization.     

Expansion-oriented job crafting and employee performance: A self-empowerment perspective

Taking a self-empowerment perspective, we investigated the mediating impact of psychological empowerment on the relationship between expansion-oriented job crafting behaviors (seeking resources and seeking challenges) and job performance. We also examined the moderating role of perceived overqualification on the proposed mediation model. Data were collected from 519 employees and their direct supervisors who work in 69 small and medium-sized enterprises (SMEs) in Turkey. As the data had a nested structure, we used hierarchical linear modeling (HLM) to analyze the multi-level data. The results show that psychological empowerment mediates the relationship between expansion-oriented job crafting behaviors and job performance. The analyses also provide support for the moderating impact of perceived overqualification. The conditional indirect effect of seeking challenges on job performance is stronger for those employees who feel overqualified for their jobs.     

Abusive supervision and the entitled employee

We present two studies that examine the effects of psychological entitlement on employees' ratings of abusive supervision and their behavioral reactions to these perceptions. Study 1 indicated that entitlement was positively associated with ratings of abusive supervision. Perceived abuse was, in turn, associated with upward undermining behaviors and organizational deviance. In Study 2, we re-examined the hypothesized relationships using paired data from employees and their coworkers. The results replicated those from the first study and showed that entitled employees rated supervisors as more abusive than coworkers who shared the same supervisors. Although this variance is likely driven by a combination of perceptual distortion and actual abusive behaviors, the ultimate implication is that psychologically entitled employees are prone to feel that they are victims of abuse and to react in undesirable ways.     

Disentangling the effects of organizational controls on innovation

The strategy and innovation literatures argue that organizational competitiveness is contingent upon firms simultaneously pursuing both process and product innovations. A firm’s control system plays a fundamental role in this regard by managing, motivating, and coordinating employees’ behaviors for the development of its innovative capabilities. Research suggests that in order to develop successful innovation, management must use controls that align employees’ interests with those of the organization while simultaneously allowing employee autonomy to encourage creativity. These disparate functions lead to the control–autonomy dilemma. We argue that managers can address this dilemma by recognizing that the effect of controls on innovation outcomes depends, in part, on the controls’ enabling features and the type of commitment they inspire. Our findings show that employee development, which is the focus of input controls, has a direct effect on process innovation-related behaviors while specified goals, the emphasis of output controls, have a direct effect on product innovation-related behaviors. It is only through employees’ perceptions of managerial support that input controls increase product innovation-related behaviors and output controls increase process innovation-related behaviors.