员工心理契约、工作情境与工作倦怠的关系研究
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摘要
2008年4月,中国人力资源开发网联合国内众多媒体进行的“中国职场人士工作倦怠现状调查”,数据显示有74.6%的被调查者表现出了工作倦怠。金融风暴来袭,组织开始纷纷减薪裁员以缓解压力,一时风声鹤唳,人人自危。危机时刻,如何构建员工与组织之间的心理契约,提升员工与工作情境的匹配度,降低员工职业倦怠感,激发起员工的工作热情与潜能,最终保证组织目标的实现,已成为组织管理实践的核心问题。
心理契约和工作倦怠的研究日益受到学术界的广泛关注,在过去十年里逐步成为国内外人力资源管理研究的热点,研究发现个人与组织之间关系的不匹配影响着员工敌对行为的增加、工作热情的减弱,工作效率的降低等负面态度和行为。本研究将以组织员工为研究对象,以工作情境一个人匹配模型为理论基础,探索员工心理契约对工作倦怠的影响,通过对文献的回顾,引入工作情境因素作为二者之间的调节变量,探索其在员工心理契约与工作倦怠之间的影响作用。
本研究的主要结论:
1.员工心理契约与工作倦怠显著负相关,同时员工心理契约对工作倦怠及工作倦怠各维度均有显著的负向预测作用;
2.工作情境与工作倦怠显著负相关,其中工作控制感、互动公平和个人组织价值观匹配对工作倦怠有显著的负向预测作用,工作负荷对工作倦怠则有正向预测作用;
3.工作情境因素在心理契约对工作倦怠的影响中具有调节作用;
4.员工心理契约、工作情境和工作倦怠在个体背景和组织特征上存在部分显著差异。
最后,本文探讨了本研究对员工心理契约构建和工作倦怠管理的政策建议,并总结了本文的创新点、研究局限以及研究展望。
In 2008,associated with many media at home and abroad,ChinaHRD Net Organized "Survey of Status of Staff Job Burnout in China" in China.The data showed that 74.6%of respondents are experiencing job burnout.As the finacial crisis is coming up,more and more organizations have laid off employees to ease pressure, and everyone finds himself in danger.In a crisis,how to bulid the proper psychological contract between employees and organizations,promoting the matching degree between employees and situational factors,reducing employee's job burnout, and motivating their enthusiasm and potential to make sure the organization goal has been a key problem for business management practices.
The study on psychological contract and job burnout has drawn increasing attention and has always been a hotspot in human resource management research area over the past ten years.The studies found that the undesired matches between individual and organization would cause employees' negative attitudes and behaviors including the increasing hostile acts,the lower work enthusiasm,the reducing of work efficiency and all that.This paper takes organization staff as the object of study to explore the effect of psychological contract on job burnout based on the model of the person within context.We first review the related literatures and then discuss the effect of employees' psychological contract on job burnout by using situational factors as the moderating variable.
The main results are showed as follows:
1.Employees' psychological contract have significant negative correlation with job burnout and Employees' psychological contract can significantly predict job burnout,exhaustion,cynicism and inefficacy negatively;
2.Situational factors have significant negative correlation with job burnout and control,fairness,values can significantly and negatively predict job burnout.However, workload can positively predict job burnout;
3.Situational factors are shown to partially moderate the influence of employees' psychological contract on job burnout;
4.One-way ANOVA shows employees' psychological contract,situational factors and job burnout are influenced by the population and organization statistic variables.
Then,according to study results,we discuss the recommendations on psychological contract building and job burnout management.Finally,we sum up innovations and point out the limitations of the study and the direction for future research.
心理契约和工作倦怠的研究日益受到学术界的广泛关注,在过去十年里逐步成为国内外人力资源管理研究的热点,研究发现个人与组织之间关系的不匹配影响着员工敌对行为的增加、工作热情的减弱,工作效率的降低等负面态度和行为。本研究将以组织员工为研究对象,以工作情境一个人匹配模型为理论基础,探索员工心理契约对工作倦怠的影响,通过对文献的回顾,引入工作情境因素作为二者之间的调节变量,探索其在员工心理契约与工作倦怠之间的影响作用。
本研究的主要结论:
1.员工心理契约与工作倦怠显著负相关,同时员工心理契约对工作倦怠及工作倦怠各维度均有显著的负向预测作用;
2.工作情境与工作倦怠显著负相关,其中工作控制感、互动公平和个人组织价值观匹配对工作倦怠有显著的负向预测作用,工作负荷对工作倦怠则有正向预测作用;
3.工作情境因素在心理契约对工作倦怠的影响中具有调节作用;
4.员工心理契约、工作情境和工作倦怠在个体背景和组织特征上存在部分显著差异。
最后,本文探讨了本研究对员工心理契约构建和工作倦怠管理的政策建议,并总结了本文的创新点、研究局限以及研究展望。
In 2008,associated with many media at home and abroad,ChinaHRD Net Organized "Survey of Status of Staff Job Burnout in China" in China.The data showed that 74.6%of respondents are experiencing job burnout.As the finacial crisis is coming up,more and more organizations have laid off employees to ease pressure, and everyone finds himself in danger.In a crisis,how to bulid the proper psychological contract between employees and organizations,promoting the matching degree between employees and situational factors,reducing employee's job burnout, and motivating their enthusiasm and potential to make sure the organization goal has been a key problem for business management practices.
The study on psychological contract and job burnout has drawn increasing attention and has always been a hotspot in human resource management research area over the past ten years.The studies found that the undesired matches between individual and organization would cause employees' negative attitudes and behaviors including the increasing hostile acts,the lower work enthusiasm,the reducing of work efficiency and all that.This paper takes organization staff as the object of study to explore the effect of psychological contract on job burnout based on the model of the person within context.We first review the related literatures and then discuss the effect of employees' psychological contract on job burnout by using situational factors as the moderating variable.
The main results are showed as follows:
1.Employees' psychological contract have significant negative correlation with job burnout and Employees' psychological contract can significantly predict job burnout,exhaustion,cynicism and inefficacy negatively;
2.Situational factors have significant negative correlation with job burnout and control,fairness,values can significantly and negatively predict job burnout.However, workload can positively predict job burnout;
3.Situational factors are shown to partially moderate the influence of employees' psychological contract on job burnout;
4.One-way ANOVA shows employees' psychological contract,situational factors and job burnout are influenced by the population and organization statistic variables.
Then,according to study results,we discuss the recommendations on psychological contract building and job burnout management.Finally,we sum up innovations and point out the limitations of the study and the direction for future research.
引文
[1]“2008中国职场人士工作倦怠现状调查报告”.http://www.chinahrd.net/.2008.
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[1]Spector PE,Cooper CL and Aguilar-Vafaie ME.A comparrative study of perveived job stressor sources and job strain in American and Iranian managers[J].Applied Psychology:An International Review,2002,51(3):446-457.
[2]Argyris C.Understanding Organizalional Behaviors[M].London:Tavistock Publications,1960.25-29.
[3]Levinson H,Sofley CM.Management and Mental Health[M].Cambridge.'Harvard University Press.1962:116-117.
[4]施恩,职业的有效管理[M].北京:三联书店,1992.
[5]Kotter JP.The Psychological Contract[M].California:Management Review,1973,15(3):91-99.
[6]Herriot P,Manning EG and Kidd JM.The content of the psychological cortract[J].British Journal of Management,1997,8:151-162.
[7]Rousseau DM.Psychological and implied contracts in organizations[J].Employee Right and Responsibilities Journal,1989(2):121-139.
[8]Rousseau DM.New hire perceptions of their own and their employer's obligations:A study of psychological contracts[J].Journal of organizational behavior,1990,11:389-400.
[9]Robinson SL,Kraatz MS and Rousseau DM.Changing obligalions and the psychological contract:AlongitudinaI study[J].Academy of Management Journal,1994,37(3):137-152.
[10]Morrison EW:Robinson SL.When employees feel betrayed:A model of how psychological contract violation develops[M].Academy of Management Review,1997,22(2):226-256.
[11]Shore LM,Tetrick LE.The psychological contraLst as an explanatory,framework in the employment relationship[J].Trends in organizational,behavior,New York:Wiley,1994(1):91-109.
[12]Tsui AS,Pearce JL and Porter LW.Altemative approaches to the employee organization relationship:Does investment in the employees pay off?[J].Academy of Management Journal,1997,40(5):1089-1121.
[13]Porter LW,Pearce JL,Tripoli AM and Lewis KM.Differential perceptions of employers' inducements:Implications for psychological contracts[J].Journa,of organizational behavior,1998.19:769-782.
[14]Thomas HD,Anderson N.Changes in newcomers'psychological contracts during organizational Socialization:A study of recruits entering the British Army[J].Journa,of Organizationa,behavior,1998,19:745-767.
[15]Turnley,Feldman.A discrepancy model of psychological contract Violations[J].Human Resource Management Review,1999,9:367-386.
[16]Shapiro JC,Kessler L.Consequences of the psychological contract for the employment relationship:A large scale survey[J].Journal of management studies,2000,17:903-930.
[17]Kickul J,Lester SW.Broken promises:equity sensitivity as a moderator between psychological contract breach and employee anitudes and behavior[J].Journa,of business and psychology,2001,16:191-217.
[18]Kickul J,Lester SW and Finkl J.Promise breaking during radical organizational change:Do justice interventions make a difference[J].Journal of organizational behavior,2002,23:469-488.
[19]陈加州,凌文辁,方俐洛.企业员工心理契约的结构维度[J],心理学报,2003,35(3):404-410.
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