摘要
工作价值观对个体的工作态度和工作行为有着重要影响，为了提高人力资源管理效果，组织必须对员工的工作价值观进行深入了解。当今日益显著的工作价值观代际差异现象，给中国的管理实践带来了强烈冲击，增加了管理的复杂性和难度。由此，本研究选取中国员工工作价值观中的代际差异现象进行分析。
本文首先回顾了价值观、工作价值观、社会变迁、文化传承和变迁、代际差异理论。本文发现，在现有的社会学研究中，对工作场所代际差异的研究明显缺乏；同时，在现有的管理学研究中，对工作价值观代际差异的研究不足，特别是国内对其研究非常缺乏；对工作价值观结构的界定过于狭窄。
其次，基于前人的研究成果，本文对工作价值观的结构进行了重新界定，包括工作中心度、核心工作价值观、工作特征偏好、择业观四个部分；并综合分析了工作价值观的前因变量，包括人格特征、人口统计特征、社会化和宏观社会因素；最后分析了其结果变量，包括对工作满意度、工作幸福感、组织承诺、组织公民行为、工作投入、离职行为、工作场所乐趣的态度和感受的影响。
再次，确定了本研究的代群划分方法，把我国现有员工分为50后、60后、70后、80后四个代群；分析了这四个代群的成长历程以及中国员工工作价值观的代际差异，包括工作中心度不同、工作价值定位不同、工作特征偏好不同、择业观不同。
接着，分析了工作价值观代际差异的产生机制和影响因素。本研究认为工作价值观代际差异是社会变迁和文化变迁的必然结果，也是工作价值观变迁的体现；工作价值观代际差异的产生是因为个体工作价值观形成于成长时期、形成后的工作价值观具有稳定性、各代群的成长环境存在差异；基于此，本研究提出了工作价值观代际差异的形成机制模型；中国员工工作价值观代际差异的影响因素包括：一是中国社会转型的过程中的经济体制、分配方式、经济成分、就业政策的转变以及国企改革都使得几代人的成长环境发生重大变化，使人们的工作价值观更个人主义倾向、功利化，进而造成工作价值观出现代际差异；二是工作领域和组织领域出现的技术进步、灵活的就业方式、工作无保障现象、组织的灵活性生产、组织扁平化和缩小化都改变着人们的工作价值观；三是职业发展阶段和人生阶段的代际差异，也造成不同代群员工对工作价值观的追求不同。
然后，分析了中国员工工作价值观代际差异对组织管理的影响。本文认为工作价值观代际差异会造成不同代群的个体在工作满意度、组织承诺、组织公民行为、工作投入、离职意愿、组织政治行为、对工作场所乐趣的态度和感受上存在代际差异；在此基础上，本文认为工作价值观代际差异会对组织管理产生重要影响，包括：产生组织冲突、影响组织气氛，对组织的管理思想、领导方式、激励方式和员工配置带来挑战。本文最终提出工作价值观代际差异的影响机制模型。
最后，本文对工作价值观代际差异进行了实证研究，首先分析了我国员工工作价值观现状；同时，分析结果显示：我国员工工作价值观存在代际差异，我国员工在工作满意度、情感承诺、组织公民行为、工作投入、离职意愿上存在代际差异，工作价值观对工作满意度、情感承诺、组织公民行为、工作投入、离职意愿具有显著影响，不同代群员工的工作价值观对各自的工作态度和行为影响不同。
本文丰富了国内外工作价值观领域的研究，弥补了国内该领域研究的缺乏。就目前已发表的中英文文献而言，本研究可能是第一个全面探讨中国员工的工作价值观现状和工作价值观代际差异现状的研究；也可能是第一个全面探讨工作价值观代际差异产生机制和影响因素、影响机制、对个体和组织管理的影响、影响机制模型的研究。并且，本文也可能是第一个对工作价值观代际差异与结果变量的关系进行了全面的实证研究。总之，本文为工作价值观代际差异研究提供了可资借鉴的理论框架，丰富了该领域的研究；同时，提出了相应的实践建议，有助于组织对代际差异现象采取有针对性的措施，特别是提高对80后员工的管理效果。
Work values influences individual work attitudes and work behaviours, in orderto increase the effectiveness of HRM, understanding employees’ work values isimportant and necessary. Nowadays, the increasing generational differences in workvalues has taken shocks to management practices in China, and maken themanagement more complex and difficult. So, this paper focuses on the generationaldifferences in Chinese employees’ work values.
First, this paper reviews literatures of values, work values, social change,cultural transmission and change, and generation theory.The previous researches ofsociology mainly focus on the generational differences in family, neglect thegenerational differences in workpalce. In management science, the research ongenerational differences of work values is rare, especially in China. And the scope ofwork values structure is limited.
Second, based on literature analysis, this paper defines work values structure,which includes work centrality, core work values, work charactirstcs preferences, andoccupational values. Then the antecedents of work values are analyzed, includingpersonality, demographic traits, socialization, and macro-social factors. Finally, thepaper analyzes the outcomes of work values, including job satisfaction, workhappiness, organization committement, organization citizenship behavior, workengagement, turnover, and attitude and feeling to workplace fun.
Third, this paper groups Chinese employees into50s,60s,70s,80s fourgenerations according to their birth times, and analyzes the growth courses of eachgeneration, finally analyzes the generational differences of work values, including thedifferences on work centrality, work values orientation, work charactirstcspreferences, and occupational values.
Forth, this paper analyzes the forming mechanism and antecedents ofgenerational differences of work values. Generational differences of work values isthe inevitable outcome of social and cultural change, and is the expression of workvalues change. Work values is formed at individual’s growth time, and after that it keeps relatively stable, but different generation has different growth time, thereforethe genreational differences of work values appears.Based on that, this paper probesits forming mechanism model. In China, some factors promote generationaldifferences of work values. For example, the changes of economic system,distribution form, economic sectors, employment policy in the social transition makework values more individualistic, materialistic, and make the four generations’growth situations and work values different.The changes in work and organization,the differences of career development stages and life cycle stages also increasegenerational differences of work values.
Furthermore, this paper also analyzes the outcomes of generational differencesof work values to organization management. On individual level, it makes thegenerational differences of job satisfaction, organization committement, organizationcitizenship behavior, work engagement, turnover, organization political behavior, andattitude and feeling to workplace fun. On organizational level, it forms organizationconflicts, influences organization climate, and takes challenges to managementthoughts, leading style, stimulation methods, and employee disposition. Finally, thispaper forms its impact model.
At last, empirical research is made. Based on the analysis of the general situationof Chinese employees’ work values, the empirical research findings are as follows.Firstly, Chinese employees’ work values have generational differences. Secondly,Chinese employees have generational differences in job satisfaction, affectioncommittement, organization citizenship behaviour, work engagement and turnoverintentions. Moreover, the hypothesis regarding the impacts of work values on jobsatisfaction, affection committement, organization citizenship behavior, workengagement, turnover intentions is validated. Finally, it is validated that the differentwork values of different generations affect their work attitudes and behaviorsdifferently.
In light of literature in China and English, the current study contributes to thetheory development of work values in several ways. First, it may be the first study toexplore thoroughly the current situation of work values and its generationaldifferences in China. Moreover, the current study also demonstrates fully for the first time the forming mechanism, antecdents, outcomes of generational differences ofwork values on both individual and organizational levels, and impact model.Furthermore, this paper may be the first to empirically research its outcomes onindividual level. In conclusion, this paper develops a theoretical framework forresearch on generational difference of work values, and is a valuablecomplementation to this area research. Meanwhile, this paper gives useful proposalsto the management practices, and is helpful to Chinese organizations in handling thegenerational differences of work values, especially on facing the generation of80s.
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