高绩效工作系统对员工幸福感的影响——基于自我决定理论的跨层次模型
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摘要
近年来,随着积极心理学的兴起,幸福感(Well-being)受到了广泛关注。本研究基于自我决定理论探究高绩效工作系统影响员工幸福感的内在机制,通过对128位高层管理者、128位人力资源部经理、1154位员工的配对数据进行分析发现:(1)高绩效工作系统与员工幸福感之间呈正相关关系;(2)基本心理需要满足在高绩效工作系统与员工幸福感之间起中介作用;(3)组织结构不仅调节了高绩效工作系统与基本心理需要满足的关系,且进一步调节了高绩效工作系统通过基本心理需要满足影响员工幸福感的间接效应。
Well-being has been seen as the ultimate goal of human functioning. In the new economic era, people pay much attention to spiritual needs satisfaction with the tremendous improvement in their living conditions. Extant research suggests that when employees have high level well-being, they are likely to get multiple favorable outcomes, such as higher job performance, and induced turnover intention. Thus, how to improve an individual's well-being has become a very important issue in both theoretical and practical area. Drawing on self-determination theory(SDT), this study aims to explore the influential mechanism between high-performance work systems and employee well-being. Using a large Chinese data set from(128 senior managers, 128 human resources managers and 996 employees, we found that the positive relationship between high performance work systems and employee well-being to be mediated by employee basic need satisfaction. We also found organization structure plays a moderating role in the relationship between high-performance work systems and employee basic need satisfaction. Specifically, in a mechanistically-structured organization, the effect of high-performance work systems on the basic psychological needs will be stronger. In contrast, in an organically-structured organization, the effect of high-performance work systems on the basic psychological needs will be weaker.The study contributes to the strategic human resource management and well-being literature. Although extant research has paid attention to the potential influence of high-performance work system on employee psychological and subjective well-being, more inherent mechanisms should be further explored. This study examines the relationship between high performance work systems and employee well-being through psychological needs satisfaction based on self-determination theory, which broadens both human resource management and well-being literature, and provides a new perspective to understand the relationship between human resource management and its effects for the future study. In addition, the study demonstrates the importance of organization structure as a boundary condition in the relationship between high-performance work system and employee outcomes.
Well-being has been seen as the ultimate goal of human functioning. In the new economic era, people pay much attention to spiritual needs satisfaction with the tremendous improvement in their living conditions. Extant research suggests that when employees have high level well-being, they are likely to get multiple favorable outcomes, such as higher job performance, and induced turnover intention. Thus, how to improve an individual's well-being has become a very important issue in both theoretical and practical area. Drawing on self-determination theory(SDT), this study aims to explore the influential mechanism between high-performance work systems and employee well-being. Using a large Chinese data set from(128 senior managers, 128 human resources managers and 996 employees, we found that the positive relationship between high performance work systems and employee well-being to be mediated by employee basic need satisfaction. We also found organization structure plays a moderating role in the relationship between high-performance work systems and employee basic need satisfaction. Specifically, in a mechanistically-structured organization, the effect of high-performance work systems on the basic psychological needs will be stronger. In contrast, in an organically-structured organization, the effect of high-performance work systems on the basic psychological needs will be weaker.The study contributes to the strategic human resource management and well-being literature. Although extant research has paid attention to the potential influence of high-performance work system on employee psychological and subjective well-being, more inherent mechanisms should be further explored. This study examines the relationship between high performance work systems and employee well-being through psychological needs satisfaction based on self-determination theory, which broadens both human resource management and well-being literature, and provides a new perspective to understand the relationship between human resource management and its effects for the future study. In addition, the study demonstrates the importance of organization structure as a boundary condition in the relationship between high-performance work system and employee outcomes.
引文
[1]Waterman,A.S.,Schwartz,S.J.,Conti,R..The Implications of Two Conceptions of Happiness(Hedonic Enjoyment and Eudaimonia)for the Understanding of Intrinsic Motivation.Journa of Happiness Studies,2008,9(1):41-79.
[2]Wright,T.A.,Cropanzano,R..Psychological Well-being and Job Satisfaction as Predictors of Job Performance.Journal of Occupational Health Psychology,2000,5(1):84.
[3]Wright,T.A.,Bonett,D.G..Role of Employee Coping and Performance in Voluntary Employee Withdrawal:A Research Refinement and Elaboration.Journal of Management,1993,19(1)147-161.
[4]Koys,D.J..The Effects of Employee Satisfaction,Organizational Citizenship Behavior,and Turnover on Organizational Effectiveness:A Unit-level,Longitudinal Study.Personnel Psychology,2001,54(1):101-114.
[5]Taris,T.W.,Schreurs,P.G..Well-being and Organizational Performance:An Organizational-level Test of the Happy-productive Worker Hypothesis.Work&Stress,2009,23(2):120-136.
[6]Diener,E.,Suh,E.M.,Lucas,R.E.,Smith,H.L..Subjective Well-being:Three Decades of Progress.Psychological Bulletin1999,125(2):276-302.
[7]Andrews,F.M.,Withey,S.B..Social Indicators of Well-being Americans`Perceptions of Life Quality.Plenum Press,1976
[8]Waterman,A.S.,Schwartz,S.J.,Zamboanga,B.L.,Ravert,RD.,Williams,M.K.,Bede Agocha,V.,Yeong Kim,S.,Brent Donnellan,M..The Questionnaire for Eudaimonic Well-being Psychometric Properties,Demographic Comparisons,and Evidence of Validity.The Journal of Positive Psychology,2010,5(1)41-61.
[9]张陆,佐斌.自我实现的幸福--心理幸福感研究述评.心理科学进展,2007,15(1):134-139.
[10]Van De Voorde,K.,Paauwe,J.,Van Veldhoven,M..Employee Well-being and the HRM-organizational Performance Relationship:A Review of Quantitative Studies.International Journal of Management Reviews,2012,14(4):391-407.
[11]Chang,S.,Jia,L.,Takeuchi,R.,Cai,Y..Do High-commitment Work Systems Affect Creativity?A Multilevel Combinationa Approach to Employee Creativity.Journal of Applied Psychology,2014,99(4):665-680.
[12]Blau,G..Testing the Longitudinal Impact of Work Variables and Performance Appraisal Satisfaction on Subsequent Overall Job Satisfaction.Human Relations,1999,52(8):1099-1113.
[13]黄培伦,徐新辉.全面薪酬的价值整合机制探析.经济与管理2007,21(1):44-47.
[14]苗仁涛,周文霞,刘军,李天柱.高绩效工作系统对员工行为的影响:一个社会交换视角及程序公平的调节作用.南开管理评论,2013,16(5):38-50.
[15]Takeuchi,R.,Chen,G.,Lepak,D.P..Through the Looking Glass of a Social System:Cross-level Effects of High-performance Work Systems on Employees`Attitudes.Personnel Psychology,2009,62(1):1-29.
[16]Ryan,R.M..Psychological Needs and the Facilitation of Integrative Processes.Journal of Personality,1995,63(3):397-427.
[17]Deci,E.L.,Olafsen,A.H.,Ryan,R.M..Self-determination Theory in Work Organizations:The State of a Science.Annual Review of Organizational Psychology and Organizational Behavior,2017,4(1):19-43.
[18]Xi,M.,Zhao,S.,Xu,Q..The Influence of CEO Relationship-focused Behaviors on Firm Performance:A Chain-mediating Role of Employee Relations Climate and Employees`Attitudes.Asia Pacific Journal of Management,2017,34(1):173-192.
[19]Jackson,S.E.,Schuler,R.S..Understanding Human Resource Management in the Context of Organizations and Their Environments.Annual Review of Psychology,1995,46(1):237-264.
[20]Bowen,D.E.,Ostroff,C..Understanding HRM-firm Performance Linkages:The Role of the Strength of the HRM System.Academy of Management Review,2004,29(2):203-221.
[21]张正堂,李瑞.企业高绩效工作系统的内容结构与测量.管理世界,2015,(5):100-116.
[22]Evans,W.R.,Davis,W.D..High-performance Work Systems and Organizational Performance:The Mediating Role of Internal Social Structure.Journal of Management,2005,31(5):758-775.
[23]Chen,C.J.,Huang,J.W..Strategic Human Resource Practices and Innovation Performance:The Mediating Role of Knowledge Management Capacity.Journal of Business Research,2009,62(1):104-114.
[24]Gong,Y.,Law,K.S.,Chang,S.,Xin,K.R..Human Resources Management and Firm Performance:The Differential Role of Managerial Affective and Continuance Commitment.Journal of Applied Psychology,2009,94(1):263.
[25]Batt,R..Managing Customer Services:Human Resource Practices,Quit Rates,and Sales Growth.Academy of Management Journal,2002,45(3):587-597.
[26]Guest,D.E..Human Resource Management and Performance:Still Searching for Some Answers.Human Resource Management Journal,2011,21(1):3-13.
[27]Huang,L.C.,Ahlstrom,D.,Lee,A.Y.P.,Chen,S.Y.,Hsieh,M.J..High-performance Work Systems,Employee Well-being,and Job Involvement:An Empirical Study.Personnel Review,2016,45(2):296-314.
[28]Combs,J.,Liu,Y.,Hall,A.,Ketchen,D..How Much do High-performance Work Practices Matter?A Meta-analysis of Their Effects on Organizational Performance.Personnel Psychology,2006,59(3):501-528.
[29]Kuvaas,B..An Exploration of How the Employee-Organization Relationship Affects the Linkage between Perception of Developmental Human Resource Practices and Employee Outcomes.Journal of Management Studies,2008,45(1):1-25.
[30]Vo,A.,Bartram,T..The Adoption,Character and Impact of Strategic Human Resource Management:A Case Study of Two Large Metropolitan Vietnamese Public Hospitals.The International Journal of Human Resource Management,2012,23(18):3758-3775.
[31]Deci,E.L..Intrinsic Motivation:(by)Edward,L.D..Plenum Press,1975.
[32]Skinner,E.A..Perceived Control,Motivation&Coping.Sage Publications,1995.
[33]Baumeister,R.F.,Leary,M.R..The Need to Belong:Desire for Interpersonal Attachments as a Fundamental Human Motivation.Psychological Bulletin,1995,117(3):497-529.
[34]Baard,P.P.,Deci,E.L.,Ryan,R.M..Intrinsic Need Satisfaction:A Motivational Basis of Performance and Well-being in Two Work Settings.Journal of Applied Social Psychology,2004,34(10):2045-2068.
[35]Ryan,R.M.,Deci,E.L..The Darker and Brighter Sides of Human Existence:Basic Psychological Needs as a Unifying Concept.Psychological Inquiry,2000,11(4):319-338.
[36]Judge,T.A.,Jackson,C.L.,Shaw,J.C.,Scott,B.A.,Rich,B.L..Self-efficacy and Work-related Performance:The Integral Role of Individual Differences.Journal of Applied Psychology,2007,92(1):107.
[37]Van den Broeck,A.,Ferris,D.L.,Chang,C.H.,Rosen,C.C..A Review of Self-determination Theory`s Basic Psychological Needs at Work.Journal of Management,2016,42(5):1195-1229.
[38]Van den Broeck,A.,Vansteenkiste,M.,De Witte,H.,Soenens,B.,Lens,W..Capturing Autonomy,Competence,and Relatedness at Work:Construction and Initial Validation of the Work-related Basic Need Satisfaction Scale.Journal of Occupational and Organizational Psychology,2010,83(4):981-1002.
[39]Ilardi,B.C.,Leone,D.,Kasser,T.,Ryan,R.M..Employee and Supervisor Ratings of Motivation:Main Effects and Discrepancies Associated with Job Satisfaction and Adjustment in a Factory Setting.Journal of Applied Social Psychology,1993,23(21):1789-1805.
[40]Gillet,N.,Fouquereau,E.,Forest,J.,Brunault,P.,Colombat,P..The Impact of Organizational Factors on Psychological Needs and Their Relations with Well-being.Journal of Business and Psychology,2012,27(4):437-450.
[41]Ryan,R.M..Psychological Needs and the Facilitation of Integrative Processes.Journal of Personality,1995,63(3):397-427.
[42]Donaldson,L..The Normal Science of Structural Contingency Theory.Studying Organizations:Theory and Method.Thousand Oaks,Calif:Sage,1999:51-70.
[43]Slevin,D.P.,Covin,J.G..Strategy Formation Patterns,Performance,and the Significance of Context.Journal of Management,1997,23(2):189-209.
[44]Ambrose,M.L.,Schminke,M..Organization Structure as a Moderator of the Relationship between Procedural Justice,Interactional Justice,Perceived Organizational Support,and Supervisory Trust.Journal of Applied Psychology,2003,88(2):295-305.
[45]Adler,P.S..Building Better Bureaucracies.Academy of Management Executive,1999,13(4):36-47.
[46]Delery,J.E.,Doty,D.H..Modes of Theorizing in Strategic Human Resource Management:Tests of Universalistic,Contingency,and Configurational Performance Predictions.Academy of Management Journal,1996,39(4):802-835.
[47]Deci,E.L.,Ryan,R.M.,Gagné,M.,Leone,D.R.,Usunov,J.,Kornazheva,B.P..Need Satisfaction,Motivation,and Well-being in the Work Organizations of a Former Eastern Bloc Country:A Cross-cultural Study of Self-determination.Personality and Social Psychology Bulletin,2001,27(8):930-942.
[48]Khandwalla,P.N..The Design of Organizations.New York:Harcourt Brace Jovanovich,1977.
[49]Covin,J.G.,Slevin,D.P..The Influence of Organization Structure on the Utility of an Entrepreneurial Top Management Style.Journal of Management Studies,1988,25(3):217-234.
[50]Lambert,S.J..Added Benefits:The Link between Work-Life Benefits and Organizational Citizenship Behavior.Academy of Management Journal,2000,43(5):801-815.
[51]Song,L.J.,Zhang,X.,Wu,J.B..A Multilevel Analysis of Middle Manager Performance:The Role of CEO and Top Manager Leadership.Management and Organization Review,2014,10(2):275-297.
[52]James,L.R.,Demaree,R.G.,Wolf,G..Estimating Within-group Interrater Reliability with and without Response Bias.Journal of Applied Psychology,1984,(69):85-98
[53]James,L.R..Aggregation Bias in Estimates of Perceptual Agreement.Journal of Applied Psychology,1982,67(2):219-229.
[54]Zhang,Z.,Zyphur,M.J.,Preacher,K.J..Testing Multilevel Mediation Using Hierarchical Linear Models:Problems and Solutions.Organizational Research Methods,2009,12(4):695-719.
[55]Hayes,A.F..An Index and Test of Linear Moderated Mediation.Multivariate Behavioral Research,2015,50(1):1-22.
[56]Wood,S.,De Menezes,L.M..High Involvement Management,High-performance Work Systems and Well-being.The International Journal of Human Resource Management,2011,22(7):1586-1610.
[57]Katz,D.,Kahn,R.L..The Social Psychology of Organizations.New York:Wiley,1978.
[58]Russell,C.J.,Colella,A.,Bobko,P..Expanding the Context of Utility:The Strategic Impact of Personnel Selection.Personnel Psychology,1993,46(4):781-801.
[59]Cavanagh,J.,McNeil,N.,Bartram,T..The Australian Men`s Sheds Movement:Human Resource Management in a Voluntary Organization.Asia Pacific Journal of Human Resources,2013,51(3):292-306.
[2]Wright,T.A.,Cropanzano,R..Psychological Well-being and Job Satisfaction as Predictors of Job Performance.Journal of Occupational Health Psychology,2000,5(1):84.
[3]Wright,T.A.,Bonett,D.G..Role of Employee Coping and Performance in Voluntary Employee Withdrawal:A Research Refinement and Elaboration.Journal of Management,1993,19(1)147-161.
[4]Koys,D.J..The Effects of Employee Satisfaction,Organizational Citizenship Behavior,and Turnover on Organizational Effectiveness:A Unit-level,Longitudinal Study.Personnel Psychology,2001,54(1):101-114.
[5]Taris,T.W.,Schreurs,P.G..Well-being and Organizational Performance:An Organizational-level Test of the Happy-productive Worker Hypothesis.Work&Stress,2009,23(2):120-136.
[6]Diener,E.,Suh,E.M.,Lucas,R.E.,Smith,H.L..Subjective Well-being:Three Decades of Progress.Psychological Bulletin1999,125(2):276-302.
[7]Andrews,F.M.,Withey,S.B..Social Indicators of Well-being Americans`Perceptions of Life Quality.Plenum Press,1976
[8]Waterman,A.S.,Schwartz,S.J.,Zamboanga,B.L.,Ravert,RD.,Williams,M.K.,Bede Agocha,V.,Yeong Kim,S.,Brent Donnellan,M..The Questionnaire for Eudaimonic Well-being Psychometric Properties,Demographic Comparisons,and Evidence of Validity.The Journal of Positive Psychology,2010,5(1)41-61.
[9]张陆,佐斌.自我实现的幸福--心理幸福感研究述评.心理科学进展,2007,15(1):134-139.
[10]Van De Voorde,K.,Paauwe,J.,Van Veldhoven,M..Employee Well-being and the HRM-organizational Performance Relationship:A Review of Quantitative Studies.International Journal of Management Reviews,2012,14(4):391-407.
[11]Chang,S.,Jia,L.,Takeuchi,R.,Cai,Y..Do High-commitment Work Systems Affect Creativity?A Multilevel Combinationa Approach to Employee Creativity.Journal of Applied Psychology,2014,99(4):665-680.
[12]Blau,G..Testing the Longitudinal Impact of Work Variables and Performance Appraisal Satisfaction on Subsequent Overall Job Satisfaction.Human Relations,1999,52(8):1099-1113.
[13]黄培伦,徐新辉.全面薪酬的价值整合机制探析.经济与管理2007,21(1):44-47.
[14]苗仁涛,周文霞,刘军,李天柱.高绩效工作系统对员工行为的影响:一个社会交换视角及程序公平的调节作用.南开管理评论,2013,16(5):38-50.
[15]Takeuchi,R.,Chen,G.,Lepak,D.P..Through the Looking Glass of a Social System:Cross-level Effects of High-performance Work Systems on Employees`Attitudes.Personnel Psychology,2009,62(1):1-29.
[16]Ryan,R.M..Psychological Needs and the Facilitation of Integrative Processes.Journal of Personality,1995,63(3):397-427.
[17]Deci,E.L.,Olafsen,A.H.,Ryan,R.M..Self-determination Theory in Work Organizations:The State of a Science.Annual Review of Organizational Psychology and Organizational Behavior,2017,4(1):19-43.
[18]Xi,M.,Zhao,S.,Xu,Q..The Influence of CEO Relationship-focused Behaviors on Firm Performance:A Chain-mediating Role of Employee Relations Climate and Employees`Attitudes.Asia Pacific Journal of Management,2017,34(1):173-192.
[19]Jackson,S.E.,Schuler,R.S..Understanding Human Resource Management in the Context of Organizations and Their Environments.Annual Review of Psychology,1995,46(1):237-264.
[20]Bowen,D.E.,Ostroff,C..Understanding HRM-firm Performance Linkages:The Role of the Strength of the HRM System.Academy of Management Review,2004,29(2):203-221.
[21]张正堂,李瑞.企业高绩效工作系统的内容结构与测量.管理世界,2015,(5):100-116.
[22]Evans,W.R.,Davis,W.D..High-performance Work Systems and Organizational Performance:The Mediating Role of Internal Social Structure.Journal of Management,2005,31(5):758-775.
[23]Chen,C.J.,Huang,J.W..Strategic Human Resource Practices and Innovation Performance:The Mediating Role of Knowledge Management Capacity.Journal of Business Research,2009,62(1):104-114.
[24]Gong,Y.,Law,K.S.,Chang,S.,Xin,K.R..Human Resources Management and Firm Performance:The Differential Role of Managerial Affective and Continuance Commitment.Journal of Applied Psychology,2009,94(1):263.
[25]Batt,R..Managing Customer Services:Human Resource Practices,Quit Rates,and Sales Growth.Academy of Management Journal,2002,45(3):587-597.
[26]Guest,D.E..Human Resource Management and Performance:Still Searching for Some Answers.Human Resource Management Journal,2011,21(1):3-13.
[27]Huang,L.C.,Ahlstrom,D.,Lee,A.Y.P.,Chen,S.Y.,Hsieh,M.J..High-performance Work Systems,Employee Well-being,and Job Involvement:An Empirical Study.Personnel Review,2016,45(2):296-314.
[28]Combs,J.,Liu,Y.,Hall,A.,Ketchen,D..How Much do High-performance Work Practices Matter?A Meta-analysis of Their Effects on Organizational Performance.Personnel Psychology,2006,59(3):501-528.
[29]Kuvaas,B..An Exploration of How the Employee-Organization Relationship Affects the Linkage between Perception of Developmental Human Resource Practices and Employee Outcomes.Journal of Management Studies,2008,45(1):1-25.
[30]Vo,A.,Bartram,T..The Adoption,Character and Impact of Strategic Human Resource Management:A Case Study of Two Large Metropolitan Vietnamese Public Hospitals.The International Journal of Human Resource Management,2012,23(18):3758-3775.
[31]Deci,E.L..Intrinsic Motivation:(by)Edward,L.D..Plenum Press,1975.
[32]Skinner,E.A..Perceived Control,Motivation&Coping.Sage Publications,1995.
[33]Baumeister,R.F.,Leary,M.R..The Need to Belong:Desire for Interpersonal Attachments as a Fundamental Human Motivation.Psychological Bulletin,1995,117(3):497-529.
[34]Baard,P.P.,Deci,E.L.,Ryan,R.M..Intrinsic Need Satisfaction:A Motivational Basis of Performance and Well-being in Two Work Settings.Journal of Applied Social Psychology,2004,34(10):2045-2068.
[35]Ryan,R.M.,Deci,E.L..The Darker and Brighter Sides of Human Existence:Basic Psychological Needs as a Unifying Concept.Psychological Inquiry,2000,11(4):319-338.
[36]Judge,T.A.,Jackson,C.L.,Shaw,J.C.,Scott,B.A.,Rich,B.L..Self-efficacy and Work-related Performance:The Integral Role of Individual Differences.Journal of Applied Psychology,2007,92(1):107.
[37]Van den Broeck,A.,Ferris,D.L.,Chang,C.H.,Rosen,C.C..A Review of Self-determination Theory`s Basic Psychological Needs at Work.Journal of Management,2016,42(5):1195-1229.
[38]Van den Broeck,A.,Vansteenkiste,M.,De Witte,H.,Soenens,B.,Lens,W..Capturing Autonomy,Competence,and Relatedness at Work:Construction and Initial Validation of the Work-related Basic Need Satisfaction Scale.Journal of Occupational and Organizational Psychology,2010,83(4):981-1002.
[39]Ilardi,B.C.,Leone,D.,Kasser,T.,Ryan,R.M..Employee and Supervisor Ratings of Motivation:Main Effects and Discrepancies Associated with Job Satisfaction and Adjustment in a Factory Setting.Journal of Applied Social Psychology,1993,23(21):1789-1805.
[40]Gillet,N.,Fouquereau,E.,Forest,J.,Brunault,P.,Colombat,P..The Impact of Organizational Factors on Psychological Needs and Their Relations with Well-being.Journal of Business and Psychology,2012,27(4):437-450.
[41]Ryan,R.M..Psychological Needs and the Facilitation of Integrative Processes.Journal of Personality,1995,63(3):397-427.
[42]Donaldson,L..The Normal Science of Structural Contingency Theory.Studying Organizations:Theory and Method.Thousand Oaks,Calif:Sage,1999:51-70.
[43]Slevin,D.P.,Covin,J.G..Strategy Formation Patterns,Performance,and the Significance of Context.Journal of Management,1997,23(2):189-209.
[44]Ambrose,M.L.,Schminke,M..Organization Structure as a Moderator of the Relationship between Procedural Justice,Interactional Justice,Perceived Organizational Support,and Supervisory Trust.Journal of Applied Psychology,2003,88(2):295-305.
[45]Adler,P.S..Building Better Bureaucracies.Academy of Management Executive,1999,13(4):36-47.
[46]Delery,J.E.,Doty,D.H..Modes of Theorizing in Strategic Human Resource Management:Tests of Universalistic,Contingency,and Configurational Performance Predictions.Academy of Management Journal,1996,39(4):802-835.
[47]Deci,E.L.,Ryan,R.M.,Gagné,M.,Leone,D.R.,Usunov,J.,Kornazheva,B.P..Need Satisfaction,Motivation,and Well-being in the Work Organizations of a Former Eastern Bloc Country:A Cross-cultural Study of Self-determination.Personality and Social Psychology Bulletin,2001,27(8):930-942.
[48]Khandwalla,P.N..The Design of Organizations.New York:Harcourt Brace Jovanovich,1977.
[49]Covin,J.G.,Slevin,D.P..The Influence of Organization Structure on the Utility of an Entrepreneurial Top Management Style.Journal of Management Studies,1988,25(3):217-234.
[50]Lambert,S.J..Added Benefits:The Link between Work-Life Benefits and Organizational Citizenship Behavior.Academy of Management Journal,2000,43(5):801-815.
[51]Song,L.J.,Zhang,X.,Wu,J.B..A Multilevel Analysis of Middle Manager Performance:The Role of CEO and Top Manager Leadership.Management and Organization Review,2014,10(2):275-297.
[52]James,L.R.,Demaree,R.G.,Wolf,G..Estimating Within-group Interrater Reliability with and without Response Bias.Journal of Applied Psychology,1984,(69):85-98
[53]James,L.R..Aggregation Bias in Estimates of Perceptual Agreement.Journal of Applied Psychology,1982,67(2):219-229.
[54]Zhang,Z.,Zyphur,M.J.,Preacher,K.J..Testing Multilevel Mediation Using Hierarchical Linear Models:Problems and Solutions.Organizational Research Methods,2009,12(4):695-719.
[55]Hayes,A.F..An Index and Test of Linear Moderated Mediation.Multivariate Behavioral Research,2015,50(1):1-22.
[56]Wood,S.,De Menezes,L.M..High Involvement Management,High-performance Work Systems and Well-being.The International Journal of Human Resource Management,2011,22(7):1586-1610.
[57]Katz,D.,Kahn,R.L..The Social Psychology of Organizations.New York:Wiley,1978.
[58]Russell,C.J.,Colella,A.,Bobko,P..Expanding the Context of Utility:The Strategic Impact of Personnel Selection.Personnel Psychology,1993,46(4):781-801.
[59]Cavanagh,J.,McNeil,N.,Bartram,T..The Australian Men`s Sheds Movement:Human Resource Management in a Voluntary Organization.Asia Pacific Journal of Human Resources,2013,51(3):292-306.