人-工作匹配视角下高绩效人力资源实践对个体创造力的影响研究
|
摘要
作为组织创新和竞争优势的主要来源,创造力在近年来受到了学者们的广泛关注。然而,作为重要的组织环境因素,高绩效人力资源实践对个体创造力的影响机制却并未得到充分认识。通过对466名企业员工为样本进行问卷调查,探讨了高绩效人力资源实践对个体创造力的影响及其作用机制。结果表明,高绩效人力资源实践能够促进员工个体创造力的提升,这种作用受到要求-能力匹配和需要-供给匹配的并行中介作用,同时会因个体特征表现出差异。对于高模糊容忍性的个体而言,高绩效人力资源实践对创造力的促进作用会更强;而对低模糊容忍性的个体而言,高绩效人力资源实践对创造力的影响则十分有限。
As the main source of innovation and competitive advantage,creativity has received increasing attention in recent years. However,how high performance human resource practice affects individual creativity has not been fully understood,though it is important in work context. In a survey of 466 employees,the impact of high performance human resource practice on employee creativity and its mechanism is studied. Findings show that high performance human resource practice has a positive effect on employee creativity,which is mediated by both demand-ability fit and need-supply fit. Furthermore,this affect can be different according to individual characteristic.High performance human resource practice will be strongly related to employee creativity for those who can tolerate ambiguity in work place,and the impact will be limited for others who have a low level of tolerance of ambiguity.
As the main source of innovation and competitive advantage,creativity has received increasing attention in recent years. However,how high performance human resource practice affects individual creativity has not been fully understood,though it is important in work context. In a survey of 466 employees,the impact of high performance human resource practice on employee creativity and its mechanism is studied. Findings show that high performance human resource practice has a positive effect on employee creativity,which is mediated by both demand-ability fit and need-supply fit. Furthermore,this affect can be different according to individual characteristic.High performance human resource practice will be strongly related to employee creativity for those who can tolerate ambiguity in work place,and the impact will be limited for others who have a low level of tolerance of ambiguity.
引文
[1]Shalley C.E.,Gilson L.L.What Leaders Need to Know:A Review of Social and Contextual Factors That Can Foster or Hinder Creativity and Productivity[J].Leadership Quarterly,2004,15(1):33-53
[2]Li C.,Zhao H.,Begley T.M.Transformational Leadership Dimensions and Employee Creativity in China:A Cross-Level Analysis[J].Journal of Bussiness Research,2015,68(6):1149-1156
[3]Amabile M.T.Motivational Synergy:Toward New Conceptualizations of Intrinsic and Extrinsic Motivation in the Workplace[J].Human Resource Management Review,1993,3(3):185-201
[4]Woodman R.W.,Sawyer J.E.,Griffin W.R.Toward a Theory of Organizational Creativity[J].Academy of Management Review,1993,18(2):293-321
[5]Chang S.,Jia L.,Takeuchi R.,et al.Do High-Commitment Work Systems Affect Creativity?A Multilevel Combinational Approach to Employee Creativity[J].Journal of Applied Psychology,2014,99(4):665-680
[6]Groza M.D.,Locander D.A.,Howlett C.H.Linking Thinking Styles to Sales Performance:The Importance of Creativity and Subjective Knowledge[J].Journal of Business Research,2016,69(10):4185-4193
[7]Naidoo L.J.Leader Opportunity versus Threat Verbal Framing and Nonverbal Emotional Expressions Impact Followers’Creative Performance[J].Leadership Quarterly,2016,27(6):869-882
[8]Wallace J.C.,Butts M.M.,Johnson P.D.,et al.A Multilevel Model of Employee Innovation:Understanding the Effects of Regulatory Focus,Thriving,and Employee Involvement Climate[J].Journal of Management,2016,42(4):982-1004
[9]马君,刘婷.重赏之下必有勇夫?研发人员的工作价值需求与激励错位对创造力的抑制[J].管理评论,2015,27(7):94-104
[10]Chiang Y.H.,Hsu C.C.,Shih H.A.Experienced High Performance Work System,Extroversion Personality,and Creativity Performance[J].Asia Pacific Journal of Management,2015,32(2):531-549
[11]朱春玲,陈晓龙.高绩效工作系统、知识共享与员工创造力关系的实证研究[J].经济理论与经济管理,2013,(11):102-112
[12]Binyamin G.,Carmeli A.Does Structuring of Human Resource Management Processes Enhance Employee Creativity?The Mediating Role of Psychological Availability[J].Human Resource Management,2010,49(6):999-1024
[13]Ehrnrooth M.,Bjorkman I.An Integrative HRM Process Theorization:Beyond Signalling Effects and Mutual Gains[J].Journal of Management Studies,2012,49(6):1109-1135
[14]彭娟,张光磊,刘善仕.高绩效人力资源实践活动对员工流失率的协同与互补效应研究[J].管理评论,2016,28(5):175-185
[15]苗仁涛,周文霞,刘丽,等.高绩效工作系统有助于员工建言?一个被中介的调节作用模型[J].管理评论,2015,27(7):105-115
[16]Sun L.Y.,Aryee S.,Law K.S.High-Performance Human Resource Practices,Citizenship Behavior,and Organizational Performance:A Relational Perspective[J].Academy of Management Journal,2007,50(3):558-577
[17]Appelbaum E.,Bajley T.,Berg P.,et al.Manufacturing Advantage:Why High Performance Work Systems Pay off[M].Ithaca,NY:ILR Press,2000
[18]Chowhan J.Unpacking the Black Box:Understanding the Relationship between Strategy,HRM Practices,Innovation and Organizational Performance[J].Human Resource Management Journal,2016,26(2):112-133
[19]Curran B.,Walsworth S.Can You Pay Employees to Innovate?Evidence from the Canadian Private Sector[J].Human Resource Management Journal,2014,24(3):290-306
[20]Foss N.J.,Pedersen T.,Fosgaard M.R.,et al.Why Complementary HRM Practices Impact Performance:The Case of Rewards,Job Design,and Work Climate in a Knowledge-Sharing Context[J].Human Resource Management,2015,54(6):955-976
[21]Zhong L.F.,Wayne S.J.,Liden R.C.Job Engagement,Perceived Organizational Support,High-performance Human Resource Practices,and Cultural Value Orientations:A Cross-level Investigation[J].Journal of Organizational Behavior,2016,37(6):823-844
[22]Monks K.,Conway E.,Fu N.,et al.Enhancing Knowledge Exchange and Combination through HR Practices:Reflexivity as a Translation Process[J].Human Resource Management Journal,2016,26(3):304-320
[23]Edwards J.R.Person-job Fit:A Conceptual Integration,Literature Review,and Methodological Critique[M].In Cooper C.(Eds.).International Review of Industrial and Organizational Psychology.London:Wiley,1991
[24]Kang Y.T.Y.Affective Influences in Person-Environment Fit Theory:Exploring the Role of Affect as Both Cause and Outcome of P-E Fit[J].Journal of Applied Psychology,2009,94(5):1210-1226
[25]Zhang Y.L.,Lin N.Hiring for Networks:Social Capital and Staffing Practices in Transitional China[J].Human Resource Management,2016,55(4):615-635
[26]Boon C.,Biron M.Temporal Issues in Person-organization Fit,Person-job Fit and Turnover:The Role of Leader-member Exchange[J].Human Relations,2016,69(12):2177-2200
[27]Bretz R.D.,Judge T.A.The Role of Human Resource Systems in Job Applicant Decision Processes[J].Journal of Management,1994,20(3):531-551
[28]Boon C.,Den Hartog D.N.,Boselie P.,et al.The Relationship Between Perceptions of HR Practices and Employee Outcomes:Examining the Role of Person-Organisation and Person-Job Fit[J].The International Journal of Human Resource Management,2011,22(1):138-162
[29]Tims M.,Derks D.,Bakker A.B.Job crafting and Its Relationships with Person-job Fit and Meaningfulness:A Three-wave Study[J].Journal of Vocational Behavior,2016,92:44-53
[30]Branzei O.,Vertinsky I.Strategic Pathways to Product Innovation Capabilities in SMEs[J].Journal of Business Venturing,2006,21(1):75-105
[31]张勇,龙立荣.人-工作匹配、工作不安全感对雇员创造力的影响---一个有中介的调节效应模型检验[J].南开管理评论,2013,16(5):16-25
[32]赵斌,韩盼盼.人-工作匹配、辱虐管理对创新行为的影响---基本心理需求的中介作用[J].软科学,2016,30(4):74-79
[33]田立法.高承诺工作系统驱动知识共享:信任关系的中介作用及性别的调节作用[J].管理评论,2015,27(6):148-159
[34]Boxall P.,Macky K.High-involvement Work Processes,Work Intensification and Employee Well-being[J].Work,Employment and Society,2014,28(6):963-984
[35]Cafferkey K.,Dundon T.Explaining the Black Box:HPWS and Organisational Climate[J].Personnel Review,2015,44(5):666-688
[36]Heffernan M.,Dundon T.Cross-level Effects of High-performance Work Systems(HPWS)and Employee Well-being:The Mediating Effect of Organisational Justice[J].Human Resource Management Journal,2016,26(2):211-231
[37]McLain D.L.,Kefallonitis E.,Armani K.Ambiguity Tolerance in Organizations:Definitional Clarification and Perspectives on Future Research[J/OL].Frontiers in Psychology,2015
[38]Zenasni F.,Besancon M.,Lubart T.Creativity and Tolerance of Ambiguity:An Empirical Study[J].Journal of Creative Behavior,2008,42(1):61-73
[39]Baer M.,Oldham G.R.The Curvilinear Relation between Experienced Creative Time Pressure and Creativity:Moderating Effects of Openness to Experience and Support for Creativity[J].Journal of Applied Psychology,2006,91(4):963-970
[40]Cable D.M.,DeRue D.S.The Convergent and Discriminant Validity of Subjective Fit Perceptions[J].Journal of Applied Psychology,2002,87(5):875-884
[41]Gupta A.K.,Govindarajan V.Business Unit Strategy,Managerial Characteristics,and Business Unit Effectiveness at Strategy Implementation[J].Academy of Management Journal,1984,27(1):25-41
[42]罗瑾琏,张波,钟竞.认知风格与组织氛围感知交互作用下的员工创造力研究[J].科学学与科学技术管理,2013,34(2):144-151
[43]Zenasni F.,Besancon M.,Lubart T.Creativity and Tolerance of Ambiguity:An Empirical Study[J].Journal of Creative Behavior,2008,42(1):61-73
[44]Wang S.,Zhang X.,Martocchio J.Thinking Outside of the Box When the Box Is Missing:Role Ambiguity and Its Linkage to Creativity[J].Creativity Research Journal,2011,23(3):211-221
[2]Li C.,Zhao H.,Begley T.M.Transformational Leadership Dimensions and Employee Creativity in China:A Cross-Level Analysis[J].Journal of Bussiness Research,2015,68(6):1149-1156
[3]Amabile M.T.Motivational Synergy:Toward New Conceptualizations of Intrinsic and Extrinsic Motivation in the Workplace[J].Human Resource Management Review,1993,3(3):185-201
[4]Woodman R.W.,Sawyer J.E.,Griffin W.R.Toward a Theory of Organizational Creativity[J].Academy of Management Review,1993,18(2):293-321
[5]Chang S.,Jia L.,Takeuchi R.,et al.Do High-Commitment Work Systems Affect Creativity?A Multilevel Combinational Approach to Employee Creativity[J].Journal of Applied Psychology,2014,99(4):665-680
[6]Groza M.D.,Locander D.A.,Howlett C.H.Linking Thinking Styles to Sales Performance:The Importance of Creativity and Subjective Knowledge[J].Journal of Business Research,2016,69(10):4185-4193
[7]Naidoo L.J.Leader Opportunity versus Threat Verbal Framing and Nonverbal Emotional Expressions Impact Followers’Creative Performance[J].Leadership Quarterly,2016,27(6):869-882
[8]Wallace J.C.,Butts M.M.,Johnson P.D.,et al.A Multilevel Model of Employee Innovation:Understanding the Effects of Regulatory Focus,Thriving,and Employee Involvement Climate[J].Journal of Management,2016,42(4):982-1004
[9]马君,刘婷.重赏之下必有勇夫?研发人员的工作价值需求与激励错位对创造力的抑制[J].管理评论,2015,27(7):94-104
[10]Chiang Y.H.,Hsu C.C.,Shih H.A.Experienced High Performance Work System,Extroversion Personality,and Creativity Performance[J].Asia Pacific Journal of Management,2015,32(2):531-549
[11]朱春玲,陈晓龙.高绩效工作系统、知识共享与员工创造力关系的实证研究[J].经济理论与经济管理,2013,(11):102-112
[12]Binyamin G.,Carmeli A.Does Structuring of Human Resource Management Processes Enhance Employee Creativity?The Mediating Role of Psychological Availability[J].Human Resource Management,2010,49(6):999-1024
[13]Ehrnrooth M.,Bjorkman I.An Integrative HRM Process Theorization:Beyond Signalling Effects and Mutual Gains[J].Journal of Management Studies,2012,49(6):1109-1135
[14]彭娟,张光磊,刘善仕.高绩效人力资源实践活动对员工流失率的协同与互补效应研究[J].管理评论,2016,28(5):175-185
[15]苗仁涛,周文霞,刘丽,等.高绩效工作系统有助于员工建言?一个被中介的调节作用模型[J].管理评论,2015,27(7):105-115
[16]Sun L.Y.,Aryee S.,Law K.S.High-Performance Human Resource Practices,Citizenship Behavior,and Organizational Performance:A Relational Perspective[J].Academy of Management Journal,2007,50(3):558-577
[17]Appelbaum E.,Bajley T.,Berg P.,et al.Manufacturing Advantage:Why High Performance Work Systems Pay off[M].Ithaca,NY:ILR Press,2000
[18]Chowhan J.Unpacking the Black Box:Understanding the Relationship between Strategy,HRM Practices,Innovation and Organizational Performance[J].Human Resource Management Journal,2016,26(2):112-133
[19]Curran B.,Walsworth S.Can You Pay Employees to Innovate?Evidence from the Canadian Private Sector[J].Human Resource Management Journal,2014,24(3):290-306
[20]Foss N.J.,Pedersen T.,Fosgaard M.R.,et al.Why Complementary HRM Practices Impact Performance:The Case of Rewards,Job Design,and Work Climate in a Knowledge-Sharing Context[J].Human Resource Management,2015,54(6):955-976
[21]Zhong L.F.,Wayne S.J.,Liden R.C.Job Engagement,Perceived Organizational Support,High-performance Human Resource Practices,and Cultural Value Orientations:A Cross-level Investigation[J].Journal of Organizational Behavior,2016,37(6):823-844
[22]Monks K.,Conway E.,Fu N.,et al.Enhancing Knowledge Exchange and Combination through HR Practices:Reflexivity as a Translation Process[J].Human Resource Management Journal,2016,26(3):304-320
[23]Edwards J.R.Person-job Fit:A Conceptual Integration,Literature Review,and Methodological Critique[M].In Cooper C.(Eds.).International Review of Industrial and Organizational Psychology.London:Wiley,1991
[24]Kang Y.T.Y.Affective Influences in Person-Environment Fit Theory:Exploring the Role of Affect as Both Cause and Outcome of P-E Fit[J].Journal of Applied Psychology,2009,94(5):1210-1226
[25]Zhang Y.L.,Lin N.Hiring for Networks:Social Capital and Staffing Practices in Transitional China[J].Human Resource Management,2016,55(4):615-635
[26]Boon C.,Biron M.Temporal Issues in Person-organization Fit,Person-job Fit and Turnover:The Role of Leader-member Exchange[J].Human Relations,2016,69(12):2177-2200
[27]Bretz R.D.,Judge T.A.The Role of Human Resource Systems in Job Applicant Decision Processes[J].Journal of Management,1994,20(3):531-551
[28]Boon C.,Den Hartog D.N.,Boselie P.,et al.The Relationship Between Perceptions of HR Practices and Employee Outcomes:Examining the Role of Person-Organisation and Person-Job Fit[J].The International Journal of Human Resource Management,2011,22(1):138-162
[29]Tims M.,Derks D.,Bakker A.B.Job crafting and Its Relationships with Person-job Fit and Meaningfulness:A Three-wave Study[J].Journal of Vocational Behavior,2016,92:44-53
[30]Branzei O.,Vertinsky I.Strategic Pathways to Product Innovation Capabilities in SMEs[J].Journal of Business Venturing,2006,21(1):75-105
[31]张勇,龙立荣.人-工作匹配、工作不安全感对雇员创造力的影响---一个有中介的调节效应模型检验[J].南开管理评论,2013,16(5):16-25
[32]赵斌,韩盼盼.人-工作匹配、辱虐管理对创新行为的影响---基本心理需求的中介作用[J].软科学,2016,30(4):74-79
[33]田立法.高承诺工作系统驱动知识共享:信任关系的中介作用及性别的调节作用[J].管理评论,2015,27(6):148-159
[34]Boxall P.,Macky K.High-involvement Work Processes,Work Intensification and Employee Well-being[J].Work,Employment and Society,2014,28(6):963-984
[35]Cafferkey K.,Dundon T.Explaining the Black Box:HPWS and Organisational Climate[J].Personnel Review,2015,44(5):666-688
[36]Heffernan M.,Dundon T.Cross-level Effects of High-performance Work Systems(HPWS)and Employee Well-being:The Mediating Effect of Organisational Justice[J].Human Resource Management Journal,2016,26(2):211-231
[37]McLain D.L.,Kefallonitis E.,Armani K.Ambiguity Tolerance in Organizations:Definitional Clarification and Perspectives on Future Research[J/OL].Frontiers in Psychology,2015
[38]Zenasni F.,Besancon M.,Lubart T.Creativity and Tolerance of Ambiguity:An Empirical Study[J].Journal of Creative Behavior,2008,42(1):61-73
[39]Baer M.,Oldham G.R.The Curvilinear Relation between Experienced Creative Time Pressure and Creativity:Moderating Effects of Openness to Experience and Support for Creativity[J].Journal of Applied Psychology,2006,91(4):963-970
[40]Cable D.M.,DeRue D.S.The Convergent and Discriminant Validity of Subjective Fit Perceptions[J].Journal of Applied Psychology,2002,87(5):875-884
[41]Gupta A.K.,Govindarajan V.Business Unit Strategy,Managerial Characteristics,and Business Unit Effectiveness at Strategy Implementation[J].Academy of Management Journal,1984,27(1):25-41
[42]罗瑾琏,张波,钟竞.认知风格与组织氛围感知交互作用下的员工创造力研究[J].科学学与科学技术管理,2013,34(2):144-151
[43]Zenasni F.,Besancon M.,Lubart T.Creativity and Tolerance of Ambiguity:An Empirical Study[J].Journal of Creative Behavior,2008,42(1):61-73
[44]Wang S.,Zhang X.,Martocchio J.Thinking Outside of the Box When the Box Is Missing:Role Ambiguity and Its Linkage to Creativity[J].Creativity Research Journal,2011,23(3):211-221