共查询到19条相似文献,搜索用时 125 毫秒
1.
雇用关系中的心理契约:从组织与员工双重视角下考察契约中“组织责任”的认知差异 总被引:9,自引:0,他引:9
组织中的心理契约指的是,在组织与员工的相互关系中,雇用双方所感知到的彼此为对方承担的责任与义务。它包括两个方面的内容“:组织对员工的责任”和“员工对组织的责任”。研究1针对796名被试运用因素分析验证心理契约的结构构想,结果表明在我国企业中,心理契约的三维结构相比二维结构和单维结构更为合理,即在“员工对组织的责任”与“组织对员工的责任”中,均包括规范、人际、发展3个维度。研究2针对186对管理者—员工的配对样本,分别从组织角度和员工角度考察二者之间在组织责任上的认知差异。结果显示这种认知差距显著影响到员工对组织承担的责任意识和员工的工作相关态度。 相似文献
2.
知识型员工心理契约的内容、结构与违背研究 总被引:5,自引:0,他引:5
如何有效管理与激励知识型员工是知识经济时代企业面临的一个重大挑战。心理契约的研究为企业应对这一挑战提供了一个新的途径和方向。本文对4家企业的160名知识型员工的心理契约研究表明,企业应承担的组织责任由物质保障、职业发展和组织文化三个维度构成。与普通员工相比,知识型员工格外重视企业的组织文化责任。企业对组织文化责任的违背将导致知识型员工工作满意度、组织公民行为和工作绩效的下降,以及离职意向的上升。 相似文献
3.
4.
5.
6.
针对酒店员工离职率较高的问题展开研究,以情绪失调与组织不信任作为前因变量,以心理契约破裂作为中介变量,探究员工产生离职倾向的原因。通过对以往文献的梳理和理论推导,构建研究框架。通过对175名酒店员工的调查发现:员工情绪失调会导致其产生离职倾向;组织不信任不会直接导致员工产生离职倾向;员工情绪失调与组织不信任都与心理契约破裂正相关;心理契约破裂在组织不信任与离职倾向的关系中起到完全中介作用、在情绪失调与离职倾向的关系中起到部分中介作用。根据研究结果,为酒店管理者提出员工管理建议。 相似文献
7.
医院是知识型员工高度聚集的组织,知识型员工在个人特质方面表现出特殊性.心理契约管理就是研究知识型员工的心理需要,通过构建医院与知识型员工之间的心理契约,满足知识型员工高层次的心理需要. 相似文献
8.
随着市场经济的不断发展,契约经济在我国受到越来越多的重视。契约是员工和组织之间的相互承诺。但是,不是所有的组织和员工应承担的责任都能够以条文的形式加以明确,那些没有被正式的协议记录下来的组织与员工之间的不成文的相互期望就是心理契约。近年来,随着雇佣关系的变化,心理契约已经成为现代企业文化建设和企业管理中重要的理论指导。本文从一家国有大中型企业改革的角度入手,以倚能电力集团公司员工心理契约遭破裂为例,借助管理心理学、组织行为学等学科的支持,分别从员工认知的心理契约内容结构纬度、员工满意度、心理契约的违背与平衡及其与企业人力资源管理和企业文化建设的关系与作用等诸多方面对进行了较为详细的分析和论证。本文的创新之处在于首次将"心理契约"理论引入该公司管理实践,并对国内"心理契约"实践研究有所推进和升华,也是在国内该领域研究中一次新的尝试和必要的补充。 相似文献
9.
建言是组织内成员对组织存在问题的一种表达。尽管在组织中不乏破坏性建言的现象出现,在理论上也有学者对这一行为进行探讨,但已有研究主要围绕建设性建言行为展开,忽视了对员工破坏性建言行为的研究。区别于以往积极的建设性建言行为,破坏性建言行为会给组织和员工自身带来消极影响。作为一种非理性行为,组织未能履行对员工的承诺或者责任可能是影响员工破坏性建言行为的重要因素。
基于自我控制的资源模型,以自我损耗为中介变量,以内部人身份感知为调节变量,检验心理契约破裂对员工破坏性建言行为的作用机制和边界条件。以湖北、河南、广东和山东的20多家企业80个部门的207名员工及其领导的配对数据为样本,采用SPSS 17.0、AMOS 17.0和HLM 6进行统计检验。
研究结果表明,①心理契约破裂会导致员工的破坏性建言行为。②自我损耗在心理契约破裂与破坏性建言行为之间起中介作用。③内部人身份感知对心理契约破裂与破坏性建言行为之间的关系具有负向调节作用,对于低内部人身份感知的员工,心理契约破裂与员工破坏性建言行为之间的正相关更强;对于高内部人身份感知的员工,两者之间的相关关系不显著。
通过实证研究厘清了心理契约破裂与破坏性建言行为之间的关系,验证了自我损耗在这一过程中的中介作用。不仅证实心理契约破裂会造成员工自我损耗状态并引发员工的失控行为,更丰富了已有单一视角下对心理契约破裂作用效果的研究。而在内部人身份感知的调节下,团队内成员的身份会弱化两者之间的正相关关系。创建和谐的员工组织关系不仅需要构建积极的氛围,还要警惕可能出现的消极影响。通过从源头上防止心理契约破裂的发生、加强组织与员工之间信息的沟通以及营造积极的“家”的氛围、提升员工的内部人身份感知等多种手段,阻止破坏性建言行为的产生。 相似文献
10.
心理契约是联系员工与组织之间的心理纽带,它影响到员工的工作满意感、对组织的情感投入、工作绩效,并最终影响到组织目标的达成效果。良好的心理契约是提高员工工作业绩的有效工具。 相似文献
11.
在心理契约与企业文化比较研究的基础上,以心理契约为基础,给出了企业文化的定
义,较系统地研究了企业文化理论;构建了企业文化系统模型,从塑造的角度解析了其维度构
成;并应用绩效报酬激励机制,提出建设企业强文化的方法. 最后,运用案例进行了实证分析 相似文献
12.
13.
14.
15.
16.
基于心理契约的关系营销机制:服务业实证研究 总被引:19,自引:3,他引:16
借鉴组织行为学研究成果,本文对心理契约概念进行了界定。在关系营销研究框架基础上,加入心理契约这一变量,就心理契约与顾客信任、顾客承诺、顾客忠诚之间的关系建立了结构方程模型。通过两个服务行业的实证数据分析,基于心理契约的关系营销机制得到了验证。研究结果为营销研究和实践提供了理论指导和实证依据。 相似文献
17.
Nicole Scheibner Dr. Julia Hapkemeyer 《Organisationsberatung, Supervision, Coaching》2013,20(4):461-472
According to the theory of psychological contract employees are redressing the balance in the employment relationship when they perceive their employer has not fulfilled its obligations to the extent that it could. The psychological contract breach leads to reduction of commitment and willingness to engage in organizational citizenship behaviour. Factors which can lead to a psychological contract breach are leadership behaviour, career options, meaningfulness of work, participation and communication. Organizational development should focus on prevention of psychological contract breach—especially by specific leadership development programs. 相似文献
18.
The barrier effect of conflict with superiors in the relationship between employee empowerment and organizational commitment 总被引:1,自引:0,他引:1
Onne Janssen 《Work and stress》2004,18(1):56-65
The author proposes the idea that conflict with superiors has a barrier effect in the positive relationship between employee empowerment and organizational commitment. Superiors with higher authority rankings set and pursue organizational goals and values to which employees with lower authority rankings are expected to become committed. Conflicts with those superiors may hinder empowered employees to develop or maintain high levels of organizational commitment. A questionnaire survey among 91 secondary school teachers in The Netherlands provides empirical support for this suggestion. The moderator effect of conflict with superiors that was proposed and found in this study suggests that psychological empowerment in the workplace interacts with other employee experiences in its effects on an employee's commitment to the organization. 相似文献
19.
The Content of the Psychological Contract 总被引:7,自引:2,他引:5
The perceived obligations of the two parties to the employment relationship, the employee and the organization, were explored using the critical incident technique. Incidents were elicited which exceeded or fell below the treatment which each party might reasonably expect from the other; obligations were then inferred from these incidents. Respondents were a representative sample of UK employees (n=184), and a sample of UK managers (n=184) (the organization group).
Twelve categories of organization obligation and seven of employee obligation were inferred from these data. While the two groups identified the same content categories as each other, they did so with different relative frequency. The organization group quoted more relational than transactional forms of organizational obligation, the employee group the reverse. This finding was attributed to a lack of trust of the organization by employees, and to their job insecurity. The groups, however, did not differ in terms of the frequency of the most commonly cited employee obligations; timekeeping, good work and honesty. This was taken to indicate the prevalence of a traditional and input-oriented view of employee obligations. Examples were discovered of a reciprocal element to the contract. It was concluded that, despite the level of agreement between the two parties regarding the elements of the psychological contract, they were in danger of holding different perceptions of its balance; and that organizations should only expect employee commitment if they themselves have fulfilled their side of the contract. 相似文献
Twelve categories of organization obligation and seven of employee obligation were inferred from these data. While the two groups identified the same content categories as each other, they did so with different relative frequency. The organization group quoted more relational than transactional forms of organizational obligation, the employee group the reverse. This finding was attributed to a lack of trust of the organization by employees, and to their job insecurity. The groups, however, did not differ in terms of the frequency of the most commonly cited employee obligations; timekeeping, good work and honesty. This was taken to indicate the prevalence of a traditional and input-oriented view of employee obligations. Examples were discovered of a reciprocal element to the contract. It was concluded that, despite the level of agreement between the two parties regarding the elements of the psychological contract, they were in danger of holding different perceptions of its balance; and that organizations should only expect employee commitment if they themselves have fulfilled their side of the contract. 相似文献