组织吸引力及其相关因素研究
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摘要
针对中小企业人才吸引力不足的问题,本文在国内外现有关于最佳工作场所、雇主品牌、企业吸引力等研究的基础上,采用定性与定量相结合的方法,构建了企业的组织吸引力框架体系,并以此为依据提出了中小企业雇主品牌管理的策略选择。文中提出组织吸引力是指组织(企业、工作场所)所具有的,吸引、保持、发展和激励所需员工的综合能力,具有相对性、动态性、过程性等特征,可以影响员工心理和行为,从而影响企业的经营绩效。组织吸引力形成、作用的过程及其影响后果,体现了工作场所的组织吸引力水平,最终形成企业的雇主品牌。
本文通过实证研究,以问卷调查的方法,使用探索性因子分析和验证性因子分析,验证了组织吸引力具有信用价值、工作价值、氛围价值,以及反映组织基本特征的基础价值和成长价值等5个维度。信用价值主要指组织的总体管理信用,也反映了企业内部的决策机制、运行规则,由组织领导者(包括决策者、直接上司)的言行所体现；工作价值首先是反映了工作本身的价值,还反映了工作环境、工作兴趣以及员工个人职业发展等方面的价值；氛围价值反映了组织内企业与员工、员工与员工之间的组织关系、工作关系与个人关系；基础价值主要反映了企业当前的经济实力、发展基础和支付能力；成长价值反映了企业的发展前景、发展潜力,应对环境变化的适应、调整与创新能力,关系到员工的未来发展。
论文还使用结构方程全模型的方法分析了组织吸引力感知的影响因素及其对员工心理和行为的影响。研究结果显示：员工个人能力与工作的匹配度、个人与组织文化及价值观匹配度、组织支持感知和组织公平感知等因素都对组织吸引力感知有显著的正向影响关系；组织吸引力感知对工作满意度、工作敬业度有正向的影响关系,对组织承诺、工作绩效中的部分维度有正向的影响关系,对离职倾向有负向的影响关系；组织吸引力感知在员工组织公平感知和离职倾向之间具有中介作用,在员工组织支持感知和离职倾向之间具有中介作用；组织吸引力感知通过工作满意度的中介作用来影响员工的工作敬业度,进而影响员工的工作绩效。
本文还以组织吸引力感知为基础,构建了工作场所组织吸引力水平的评价指标体系,并讨论了这个评价方法在组织吸引力资源配置,雇主品牌管理策略选择方面的应用。
本文在组织吸引力理论构建,工作场所组织吸引力水平评价,以及中小企业雇主品牌管理的策略选择等方面都有创新性,具有一定的学术价值和实践意义。
Aiming at the issue that Small-and-Medium-sized Enterprises (SMEs) lack of enough power on talent attractive, this paper framed the theory system on the enterprises' Organization Attractiveness, by the combination of qualitative and quantitative methods, and put forward the strategies on SMEs' Employer Branding, based on the relative researches on the Great Place to Work, Employer Brand, and Company Attractiveness, both from domestic and abroad. The paper brought out the conception of the Organization Attractiveness (the Org.At.), is the integrate capability that the enterprise possessed to attract, retain, develop and motivate staff required. The Org.At. has relative, dynamic, and other characteristics, can influence the employee's psychology and behaviors, and finally affect business performance. The process of the formation and action of the Org.At., and the consequences, reflect the health status of the work place, and ultimately formatted the Employer Branding of the Enterprises.
By use the empirical study methodology, through the questionnaire surveys, this paper conducted an Exploratory Factor Analysis (EFA) and Confirmatory Factor Analysis (CFA), verified that the Org.At. contains 5 component factors, the trust value, the employment value, the atmosphere value, the foundation value and the growth value, the last two of which is represents the essential organizational characters of the Enterprises. The trust value representing the management trust within an organization, also concern about the decision-making mechanism and operation rules that is indicated by the words and deeds of its administrative hierarchy. The employment value means the worth of the job itself include working condition, job interesting, personal career development, etc. The atmosphere value reflects inner relationship of employment, enterprise and employees, employees and employees, employees and their jobs. The foundation value signaling the economic strength, development foundation, and the paying capacity of the organization. The growth value shows the development prospects and potential of the enterprises, and its capabilities on responding, adapting, and innovating to changing environment, related to employee's future.
Further, by using the Full Model(Complete Model) of the Structure Equation Modeling (SEM), this paper analyzed the impact factors of the Perceived Org.At., and analyzed the influences that the Perceived Org.At. exert on employees, both psychology and behaviors. The result shows that, the Perceived Personal Ability-Job Fit, the Perceived Personal-Organization Culture and Value Fit, the Perceived Organizational Support, and the Perceived Organizational Justice have positive effects on the Perceived Org.At.; and the Perceived Org.At. has positive relationship with employee's Overall Job Satisfaction, Job Engagement, partially with employee's Organization Commitment and Job Performance(parts of the components of the two factors), and has negative effects on employee's Turn-over Intention. The result also shows that the Perceived Org.At. plays a full mediating role between the Perceived Organization Support and employee's Turn-over Intention, and do the same between the Perceived Organization Justice and employee's Turn-over Intention; and through the Overall Job Satisfaction influence the Employee's Engagement, then the Employee's Job Performance.
Based on the Perceived Org.At. an Org.At. assessment index system was compiled, and its application on allocation of the Org.At. resources, and on decision-making of the Employer Branding was discussed.
This paper is creatively on establishing the Org.At. theory, evaluating the Org.At. of the workplace, and decision making of the SMEs'Employer Branding, has certain academic value and practical significance.
本文通过实证研究,以问卷调查的方法,使用探索性因子分析和验证性因子分析,验证了组织吸引力具有信用价值、工作价值、氛围价值,以及反映组织基本特征的基础价值和成长价值等5个维度。信用价值主要指组织的总体管理信用,也反映了企业内部的决策机制、运行规则,由组织领导者(包括决策者、直接上司)的言行所体现；工作价值首先是反映了工作本身的价值,还反映了工作环境、工作兴趣以及员工个人职业发展等方面的价值；氛围价值反映了组织内企业与员工、员工与员工之间的组织关系、工作关系与个人关系；基础价值主要反映了企业当前的经济实力、发展基础和支付能力；成长价值反映了企业的发展前景、发展潜力,应对环境变化的适应、调整与创新能力,关系到员工的未来发展。
论文还使用结构方程全模型的方法分析了组织吸引力感知的影响因素及其对员工心理和行为的影响。研究结果显示：员工个人能力与工作的匹配度、个人与组织文化及价值观匹配度、组织支持感知和组织公平感知等因素都对组织吸引力感知有显著的正向影响关系；组织吸引力感知对工作满意度、工作敬业度有正向的影响关系,对组织承诺、工作绩效中的部分维度有正向的影响关系,对离职倾向有负向的影响关系；组织吸引力感知在员工组织公平感知和离职倾向之间具有中介作用,在员工组织支持感知和离职倾向之间具有中介作用；组织吸引力感知通过工作满意度的中介作用来影响员工的工作敬业度,进而影响员工的工作绩效。
本文还以组织吸引力感知为基础,构建了工作场所组织吸引力水平的评价指标体系,并讨论了这个评价方法在组织吸引力资源配置,雇主品牌管理策略选择方面的应用。
本文在组织吸引力理论构建,工作场所组织吸引力水平评价,以及中小企业雇主品牌管理的策略选择等方面都有创新性,具有一定的学术价值和实践意义。
Aiming at the issue that Small-and-Medium-sized Enterprises (SMEs) lack of enough power on talent attractive, this paper framed the theory system on the enterprises' Organization Attractiveness, by the combination of qualitative and quantitative methods, and put forward the strategies on SMEs' Employer Branding, based on the relative researches on the Great Place to Work, Employer Brand, and Company Attractiveness, both from domestic and abroad. The paper brought out the conception of the Organization Attractiveness (the Org.At.), is the integrate capability that the enterprise possessed to attract, retain, develop and motivate staff required. The Org.At. has relative, dynamic, and other characteristics, can influence the employee's psychology and behaviors, and finally affect business performance. The process of the formation and action of the Org.At., and the consequences, reflect the health status of the work place, and ultimately formatted the Employer Branding of the Enterprises.
By use the empirical study methodology, through the questionnaire surveys, this paper conducted an Exploratory Factor Analysis (EFA) and Confirmatory Factor Analysis (CFA), verified that the Org.At. contains 5 component factors, the trust value, the employment value, the atmosphere value, the foundation value and the growth value, the last two of which is represents the essential organizational characters of the Enterprises. The trust value representing the management trust within an organization, also concern about the decision-making mechanism and operation rules that is indicated by the words and deeds of its administrative hierarchy. The employment value means the worth of the job itself include working condition, job interesting, personal career development, etc. The atmosphere value reflects inner relationship of employment, enterprise and employees, employees and employees, employees and their jobs. The foundation value signaling the economic strength, development foundation, and the paying capacity of the organization. The growth value shows the development prospects and potential of the enterprises, and its capabilities on responding, adapting, and innovating to changing environment, related to employee's future.
Further, by using the Full Model(Complete Model) of the Structure Equation Modeling (SEM), this paper analyzed the impact factors of the Perceived Org.At., and analyzed the influences that the Perceived Org.At. exert on employees, both psychology and behaviors. The result shows that, the Perceived Personal Ability-Job Fit, the Perceived Personal-Organization Culture and Value Fit, the Perceived Organizational Support, and the Perceived Organizational Justice have positive effects on the Perceived Org.At.; and the Perceived Org.At. has positive relationship with employee's Overall Job Satisfaction, Job Engagement, partially with employee's Organization Commitment and Job Performance(parts of the components of the two factors), and has negative effects on employee's Turn-over Intention. The result also shows that the Perceived Org.At. plays a full mediating role between the Perceived Organization Support and employee's Turn-over Intention, and do the same between the Perceived Organization Justice and employee's Turn-over Intention; and through the Overall Job Satisfaction influence the Employee's Engagement, then the Employee's Job Performance.
Based on the Perceived Org.At. an Org.At. assessment index system was compiled, and its application on allocation of the Org.At. resources, and on decision-making of the Employer Branding was discussed.
This paper is creatively on establishing the Org.At. theory, evaluating the Org.At. of the workplace, and decision making of the SMEs'Employer Branding, has certain academic value and practical significance.
引文
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