高技术企业员工—组织关系对企业绩效的影响研究
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摘要
随着知识经济的到来,“人才”正发挥出越来越重要的作用。企业的成功,特别是高技术企业,很大程度上取决于其是否具备不断创新的能力和动力,而这都主要依靠企业里的各类人才去实现。基于人才的重要性,企业开始纷纷调整其与员工之间的关系,但是,出现了两难的局面:一方面,企业为了迎接挑战,在经营战略和运作模式上屡屡做出重大的调整,这些调整使企业不得不选择大量裁员,这使员工对组织很难保持忠诚和信任。另一方面,知识经济时代的到来使人力资本的重要性日益凸显,企业对核心员工的依赖越来越强。企业要获得长期的竞争优势,需要员工更努力更忠诚地工作,帮助企业取得持续成功。面临这些变化和矛盾带来的困惑,解决的办法就是要真正理解员工-组织关系对企业绩效的影响过程,也就是员工-组织关系是以什么为中介,如何发挥作用。然而,目前理论研究缺少对这方面的探讨。因此,本文从组织角度考虑,试图打开员工-组织关系对高技术企业绩效作用的“黑箱”,分析两者之间作用的机制,为企业的员工-组织关系管理实践提出一些建议。
本文所指的员2-组织关系(employee-organization relationship,简称EOR)就是指在激励-贡献模型下,组织对员工贡献的期望和组织实际提供的激励。换句话说,是指双方主体之间基于工作所形成的一种投入—回报的契约关系,这种交换是一种复杂的社会交换关系,包括组织导向、工作导向、投入不足、过度投入四种交换模式。
本文首先回顾了EOR、高技术企业绩效和EOR与企业绩效之间关系的相关文献及发展动态,提出了以往研究的局限及本文探讨的方向;其次,结合高技术企业的特点,整合信号传递理论、人力资本理论、人与组织匹配理论等多种理论,构建了员工-组织关系对高技术企业绩效影响的作用机制模型,对模型中各个要素的内涵进行诠释,从整体上提出了各要素之间变动的因果关系。
接下来,对理论模型进行详细的理论论证。本文认为高技术企业通过员工-组织关系的运用提高企业绩效应该考虑两方面。一是鉴于员工具有的人力资本独特性和对企业的战略价值不同,从合理分配企业管理费用、提高企业绩效的角度思考,企业应该使EOR的四种模式与不同类型员工契合。二是分析研究EOR对企业绩效影响的中介变量。通过监控中介变量的方式,判断企绩效的变化趋势。本文认为高技术企业是技术密集型和知识密集型的,拥有企业关键知识和技能的核心员工是企业的重要战略资源,核心员工的表现会直接影响企业的绩效,因此本文把核心员工的能力、动机、行为作为EOR对企业绩效作用的中介变量,即是EOR对绩效影响的中介效应。本文认为企业运用激励程度高的组织导向型员工-组织关系通过信号传递、人力资本投入、提供与员工需求匹配的物质和精神要素等增加员工的能力、提高积极工作的动机,并且通过影响员工的行为,使其专注于重要的优先事项。核心员工的能力更多是企业专用型资本,为企业技术创新提供基础。核心员工积极的动机和行为会通过营造企业和谐氛围,降低监督管理成本,通过经常沟通,使员工的隐性知识显性化等方面提高企业的市场竞争性和技术创新能力。此外,本文还通过问卷调查实证分析验证了理论模型的有效性。
最后,依据本文研究结果,为企业的管理实践提供了简明有效的分析框架和值得参考的管理建议。高技术企业要灵活运用员工-组织关系模式,使之与员工类别契合。企业通过运用激励程度高的组织导向型EOR,不论期望核心员工贡献的水平如何,员工的能力会提高、积极工作的动机和行为都会增强,企业绩效也会提高。因此,通过监控核心员工能力、行为、动机特征可以监控企业的员工-组织关系模式使用是否有效,同时也会帮助企业管理者判断企业绩效的发展趋势。
As the arrival of knowledge economy, the talents are playing a more and more important role. Nowadays, to a large extent, the success of the enterprise, especially high-tech enterprise, depends on their ability and motivation to innovate. However, all these factors need to be realized by kinds of personnel. So, enterprises begin to regulate employee organization relationship. But, most high-tech firms are in the dilemma. On one side firms have transformed much to adapt to competitive challenges by merger, restructure, adopting new management methods, and so on. Most of the transformations lead to labor deduction at last, which makes employees have no commitment to or trust in their employer. On the other side, emergency of knowledge economy makes human capital more and more important and enterprises become more and more dependent on employees. In order to solve the dilemma, we should research the influence of employee organization relationship on enterprise performance in order to promote the whole enterprises performances. While, there is lack of the research in the aspect. So, we try to open the "black box" that employee organization relationship influences the enterprise's performance and analyze the mechanism, and then propose some helpful advices for enterprises.
In this study, we define employee organization relationship (briefly EOR) from the employer's perspective and based on the inducement-contribution framework. We adopt the view that EOR is the exchange between the contributions expected from the employee and the inducements offered by the employer. That is to say, owing to woke, the relationship is a kind of complex social exchange relationship based on a contract, including organization-focused, job-focused, underinvestment and overinvestment.
First of all, the dissertation reviews previous related literature about EOR, enterprise performance and the relationship between EOR and enterprise performance, then points out their progress and weakness, then put forward the research direction; then, combining the characteristics of high-tech enterprises and integrating theories of signaling, human capital, person-organization fit and so on, we construct a mechanism model of EOR on firm performance and also explain model elements.
Then, we demonstrate the theoretical model. The author processes the research by two sides. Firstly, considering the unique and value of human capital, enterprises should make the type of EOR fit on the type of the employee. Secondly, we analyze the mediate effect between EOR and enterprise performance. Through monitoring the mediate effect, enterprises can forecast the changing trends of the performance. High-tech enterprises are generally knowledge-intensive and technology-intensive economic entities. Correspondingly, the core employees with special technique and skill are the key force to high-tech enterprises. The characters of core employees will impact on firm performance directly. The dissertation proposes that the ability, motivation and behavior of core employees are the mediate effects between EOR and enterprise performance. The study concludes that as high-tech enterprises use organization-focused approach, the ability, motivation and behavior of core employees are improved. Also, the dissertation through a questionnaire survey, by use of spss statistical software verifies the validity of the model.
At last, we get some conclusions. High-tech enterprise should have flexibilities in the use of types of EOR to fit kinds of employees. Not considering how much core employees' contribution are, through the use of organization-focused EOR, the ability, motivation and behavior of core employees in the high-tech enterprises are improved, then the enterprises performances are improved .Through monitoring the mediate effects, enterprises can determine the validity of the type of EOR, and at the same time, get a help of predicting the changing trends of enterprises performances.
本文所指的员2-组织关系(employee-organization relationship,简称EOR)就是指在激励-贡献模型下,组织对员工贡献的期望和组织实际提供的激励。换句话说,是指双方主体之间基于工作所形成的一种投入—回报的契约关系,这种交换是一种复杂的社会交换关系,包括组织导向、工作导向、投入不足、过度投入四种交换模式。
本文首先回顾了EOR、高技术企业绩效和EOR与企业绩效之间关系的相关文献及发展动态,提出了以往研究的局限及本文探讨的方向;其次,结合高技术企业的特点,整合信号传递理论、人力资本理论、人与组织匹配理论等多种理论,构建了员工-组织关系对高技术企业绩效影响的作用机制模型,对模型中各个要素的内涵进行诠释,从整体上提出了各要素之间变动的因果关系。
接下来,对理论模型进行详细的理论论证。本文认为高技术企业通过员工-组织关系的运用提高企业绩效应该考虑两方面。一是鉴于员工具有的人力资本独特性和对企业的战略价值不同,从合理分配企业管理费用、提高企业绩效的角度思考,企业应该使EOR的四种模式与不同类型员工契合。二是分析研究EOR对企业绩效影响的中介变量。通过监控中介变量的方式,判断企绩效的变化趋势。本文认为高技术企业是技术密集型和知识密集型的,拥有企业关键知识和技能的核心员工是企业的重要战略资源,核心员工的表现会直接影响企业的绩效,因此本文把核心员工的能力、动机、行为作为EOR对企业绩效作用的中介变量,即是EOR对绩效影响的中介效应。本文认为企业运用激励程度高的组织导向型员工-组织关系通过信号传递、人力资本投入、提供与员工需求匹配的物质和精神要素等增加员工的能力、提高积极工作的动机,并且通过影响员工的行为,使其专注于重要的优先事项。核心员工的能力更多是企业专用型资本,为企业技术创新提供基础。核心员工积极的动机和行为会通过营造企业和谐氛围,降低监督管理成本,通过经常沟通,使员工的隐性知识显性化等方面提高企业的市场竞争性和技术创新能力。此外,本文还通过问卷调查实证分析验证了理论模型的有效性。
最后,依据本文研究结果,为企业的管理实践提供了简明有效的分析框架和值得参考的管理建议。高技术企业要灵活运用员工-组织关系模式,使之与员工类别契合。企业通过运用激励程度高的组织导向型EOR,不论期望核心员工贡献的水平如何,员工的能力会提高、积极工作的动机和行为都会增强,企业绩效也会提高。因此,通过监控核心员工能力、行为、动机特征可以监控企业的员工-组织关系模式使用是否有效,同时也会帮助企业管理者判断企业绩效的发展趋势。
As the arrival of knowledge economy, the talents are playing a more and more important role. Nowadays, to a large extent, the success of the enterprise, especially high-tech enterprise, depends on their ability and motivation to innovate. However, all these factors need to be realized by kinds of personnel. So, enterprises begin to regulate employee organization relationship. But, most high-tech firms are in the dilemma. On one side firms have transformed much to adapt to competitive challenges by merger, restructure, adopting new management methods, and so on. Most of the transformations lead to labor deduction at last, which makes employees have no commitment to or trust in their employer. On the other side, emergency of knowledge economy makes human capital more and more important and enterprises become more and more dependent on employees. In order to solve the dilemma, we should research the influence of employee organization relationship on enterprise performance in order to promote the whole enterprises performances. While, there is lack of the research in the aspect. So, we try to open the "black box" that employee organization relationship influences the enterprise's performance and analyze the mechanism, and then propose some helpful advices for enterprises.
In this study, we define employee organization relationship (briefly EOR) from the employer's perspective and based on the inducement-contribution framework. We adopt the view that EOR is the exchange between the contributions expected from the employee and the inducements offered by the employer. That is to say, owing to woke, the relationship is a kind of complex social exchange relationship based on a contract, including organization-focused, job-focused, underinvestment and overinvestment.
First of all, the dissertation reviews previous related literature about EOR, enterprise performance and the relationship between EOR and enterprise performance, then points out their progress and weakness, then put forward the research direction; then, combining the characteristics of high-tech enterprises and integrating theories of signaling, human capital, person-organization fit and so on, we construct a mechanism model of EOR on firm performance and also explain model elements.
Then, we demonstrate the theoretical model. The author processes the research by two sides. Firstly, considering the unique and value of human capital, enterprises should make the type of EOR fit on the type of the employee. Secondly, we analyze the mediate effect between EOR and enterprise performance. Through monitoring the mediate effect, enterprises can forecast the changing trends of the performance. High-tech enterprises are generally knowledge-intensive and technology-intensive economic entities. Correspondingly, the core employees with special technique and skill are the key force to high-tech enterprises. The characters of core employees will impact on firm performance directly. The dissertation proposes that the ability, motivation and behavior of core employees are the mediate effects between EOR and enterprise performance. The study concludes that as high-tech enterprises use organization-focused approach, the ability, motivation and behavior of core employees are improved. Also, the dissertation through a questionnaire survey, by use of spss statistical software verifies the validity of the model.
At last, we get some conclusions. High-tech enterprise should have flexibilities in the use of types of EOR to fit kinds of employees. Not considering how much core employees' contribution are, through the use of organization-focused EOR, the ability, motivation and behavior of core employees in the high-tech enterprises are improved, then the enterprises performances are improved .Through monitoring the mediate effects, enterprises can determine the validity of the type of EOR, and at the same time, get a help of predicting the changing trends of enterprises performances.
引文
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