动机视角的绩效考核对员工知识共享影响研究
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摘要
知识经济时代,随着知识日益成为重要的生产要素,知识管理被越来越多的组织视为获取和保持竞争优势的重要手段。知识共享是知识管理的核心内容,促进员工知识共享是许多组织知识管理的重要目的。由于知识共享并非总是自然发生,因此,知识共享需要管理策略的有效干预。作为最重要的管理策略,绩效考核对个体知识共享具有何种影响和作用机制,学术界尚未开展充分的理论分析和实证检验。而且,有效干预个体行为,需要首先了解个体具有何种行为动机；但是,理论界对个体知识共享动机的研究尚缺乏系统性,尤其是关于中国文化背景下个体具有何种知识共享动机的研究更少。此外,不当的知识共享也可能导致负效应,知识共享管理应该能够防范负效应的发生。鉴于此,本研究选择从动机视角考察绩效考核对员工个体知识共享行为的影响机制,探讨能够促进员工知识共享的绩效考核方式,并结合负效应风险的理论分析研究有效的知识共享管理策略。
本文主要研究三个问题,即中国员工具有怎样的知识共享动机结构?不同绩效考核方式对员工知识共享行为的作用机制如何?知识共享具有哪些负效应风险?第一个问题主要考察中国员工知识共享动机的组成因素、及不同动机之间的相互关系；第二个问题主要考察360度绩效考核、关系绩效考核、绩效考核政治性、团队性绩效考核对员工共享行为的直接效应、心理中介机制、以及工作控制点的调节效应；第三个问题主要考核知识共享负效应风险种类、各自的产生机制、以及风险控制策略。基于理论分析和584名员工有效调查数据的实证研究,本文主要得到如下研究结论：
(1)中国员工知识共享动机主要有个人兴趣、成就感知、关系建构、规则服从和集体情感与责任五个方面；五种知识共享动机对员工知识共享行为的作用不同。个人兴趣、集体情感与责任是知识共享行为的激励性动机,能直接诱发员工向同事分享自己的工作经验和知识；成就感知、关系建构和规则服从是知识共享行为的保健性动机,它们对知识共享行为的作用依赖于个人兴趣、集体情感与责任的中介,即它们通过激发员工知识共享的个人兴趣或集体情感与责任意识而诱发员工知识共享行为。
(2)绩效考核对知识共享具有显著影响。360度绩效考核、关系绩效考核的职务奉献维度、积极绩效考核政治性、以及团队性绩效考核促进员工知识共享行为,标准化路径系数分别是0.26(p<0.001)、0.22(p<0.001)、0.12(p<0.05)和0.16(p<0.01)；消极政治性抑制员工知识共享行为,标准化路径系数等于-0.12(p<0.01)。知识共享的成就感知、个人兴趣、集体情感与责任动机在360度绩效考核-员工知识共享行为关系中起部分中介作用；知识共享的规则服从、集体情感与责任动机在职务奉献-员工知识共享行为关系中起部分中介作用；知识共享的成就感知、个人兴趣、集体情感与责任动机在绩效考核政治性-员工知识共享行为关系中起完全中介作用；知识共享的规则服从、集体情感与责任动机在团队性绩效考核-员工知识共享行为关系中起完全中介作用。研究未发现工作控制点对绩效考核-知识共享行为关系具有显著调节效应。
(3)知识共享过程存在三种主要的负效应风险,即创造性抑制、组织利益挤出和旁观效应加剧。知识共享、知识同质化和创造性三者之间的互动关系揭示了创造性抑制机理；组织依赖性、管理政策和利益动机三者之间的互动关系揭示了组织利益挤出机理；知识共享、工作责任和观众抑制三者之间的关系揭示了旁观效应的加剧机理。组织管理员工知识共享时应该平衡知识共享与工作竞争、适时调整知识供给源、促进知识共享方式多元化、以及完善组织激励系统。
本研究能够为组织管理员工知识共享行为提供有益的理论指导。依据研究结论,组织的员工知识共享激励系统在设计上应该：首先,以构建员工个人兴趣发挥渠道、培养员工对团队、集体和组织的情感与责任意识为主；其次,培养内部知识共享文化、形成知识共享规则；再次,积极、正面评价员工,为员工提供发展和实现自我价值的渠道,使员工在工作中具有成就感；最后,组织应该注重知识共享效果,抑制无关共享、无益共享、甚至有害共享行为。
文章最后归纳和讨论了主要研究结论,并指出研究的不足之处和未来的研究方向。
In knowledge era, knowledge becomes an important factor of production, more and more organizations regard knowledge management as means of getting and retaining competitive advantage. Knowledge sharing is core content of knowledge management; so many organizations manage knowledges just for promoting knowledge sharing between employees. Because knowledge sharing is not always happening naturally, it's necessary to intervene it by some management politics. Performance appraisal is one of most important management methods, but its impaction on knowledge sharing has not studied fully. Further more, effectively interveneing individual behaviors depending on knowing of his or her motives. But few researches on individual knowledge sharing motivations are found, especially in Chinese cultural environment. Again, knowledge sharing may result to nagetive effects, organization should keep it away. Therefore, this article analyzes the influencing mechanism of performance appraisal impacting on knowledge sharing, discusses performance appraisal methods promoting knowledge sharing, and explores management policies based on analysis on negative effects of knowledge sharing.
This article studies mainly three questions:Chinese employees' motivation structure for knowledge sharing, the influencing mechanism of performance appraisal on knowledge sharing behaviors, and the negative effects of knowledge sharing. The first question is mainly about motivation factors and their relations, the second question about the direct influence, mediator mechanism, and moderator effects of work locus of control of 360 degree performance appraisal, contextual performance appraisal, performance appraisal politics, and team-based performance appraisal to knowledge sharing behaviors, the third question about the category, the producing menchanism, the controlling methods of knowledge sharing's negative effects. Based on theoretical analysis and empirical survey about 584 employees, the conclusions were made as follows:
(1)Chinese employees'motivations for knowledge sharing include individual interest, achievement perception, GuanXI building, submission to rules, and attachment and responsibility for collectivity. They have different influences on knowledge sharing. Individual interest, attachment and responsibility are encouraging motivations for knowledge sharing; the other three are hygiene factors, they impact on knowledge sharing by mediator effects of individual interest, and attachment and responsibility for collectivity.
(2)Performance appraisals have significant effects on employees'knowledge sharing. 360 degree performance appraisal, job dedication dimension of contextual performance appraisal, positive performance appraisal politics, and team-based performance appraisal can promote employees to share their knowledge with others, standardized path coefficients are separately 0.26(p<0.001)、0.22(p<0.001)、0.12(p<0.05) and 0.16(p< 0.01). Negative performance politics choke employees' knowledge sharing back. Achievement perception, individual interest, attachment and responsibility for collectivity partly mediate the relationship between 360 degree performance appraisal and knowledge sharing, submission to rules, attachment and responsibility for collectivity partly mediate the relationship between job dedication and knowledge sharing, Achievement perception, individual interest, attachment and responsibility for collectivity fully mediate the relationship between performance appraisal politics and knowledge sharing, submission to rules, attachment and responsibility for collectivity fully mediate the relationship between team-based performance appraisal and knowledge sharing. This article has not found significant moderator effects of work locus of control.
(3)Knowledge sharing has three risks of nagetive effects which are restraining creativity, extruding organizational benefits, and aggravating bystander effects. The interactive relations among knowledge sharing, knowledge homogeneity and creativity reflect the mechanism of creativity being restrained, the interactive relations among organizational dependence, management policy and individual motives the mechanism of organizational benefits being extruded, the interactive relations among knowledge sharing, job responsibility and audience inhibition the mechanism of bystander effects being aggravated. Organizations should balance knowledge sharing and job competition, timely adjust knowledge providers, encourage diversified knowledge shring ways, and perfect organizational excitation system.
This research provides good theoretical direction for managing employees' knowledge sharing. According to the conclusions, in order to motivate knowledge sharing, organizations should first build channels for releasing individual interests in knowledge sharing, foster employees' affection and responsibility to their team, collectivity and organization, and then shape sharing cultures and rules in organization, and then give employees positive appraisals so that they can have perceptions of achievement, and in the end, pay attention to knowledge sharing's effects, reduce meaningless knowledge sharing behaviors.
Finally, the main conclusions were summarized and discussed, and the research limitation and future directions were also put forward.
本文主要研究三个问题,即中国员工具有怎样的知识共享动机结构?不同绩效考核方式对员工知识共享行为的作用机制如何?知识共享具有哪些负效应风险?第一个问题主要考察中国员工知识共享动机的组成因素、及不同动机之间的相互关系；第二个问题主要考察360度绩效考核、关系绩效考核、绩效考核政治性、团队性绩效考核对员工共享行为的直接效应、心理中介机制、以及工作控制点的调节效应；第三个问题主要考核知识共享负效应风险种类、各自的产生机制、以及风险控制策略。基于理论分析和584名员工有效调查数据的实证研究,本文主要得到如下研究结论：
(1)中国员工知识共享动机主要有个人兴趣、成就感知、关系建构、规则服从和集体情感与责任五个方面；五种知识共享动机对员工知识共享行为的作用不同。个人兴趣、集体情感与责任是知识共享行为的激励性动机,能直接诱发员工向同事分享自己的工作经验和知识；成就感知、关系建构和规则服从是知识共享行为的保健性动机,它们对知识共享行为的作用依赖于个人兴趣、集体情感与责任的中介,即它们通过激发员工知识共享的个人兴趣或集体情感与责任意识而诱发员工知识共享行为。
(2)绩效考核对知识共享具有显著影响。360度绩效考核、关系绩效考核的职务奉献维度、积极绩效考核政治性、以及团队性绩效考核促进员工知识共享行为,标准化路径系数分别是0.26(p<0.001)、0.22(p<0.001)、0.12(p<0.05)和0.16(p<0.01)；消极政治性抑制员工知识共享行为,标准化路径系数等于-0.12(p<0.01)。知识共享的成就感知、个人兴趣、集体情感与责任动机在360度绩效考核-员工知识共享行为关系中起部分中介作用；知识共享的规则服从、集体情感与责任动机在职务奉献-员工知识共享行为关系中起部分中介作用；知识共享的成就感知、个人兴趣、集体情感与责任动机在绩效考核政治性-员工知识共享行为关系中起完全中介作用；知识共享的规则服从、集体情感与责任动机在团队性绩效考核-员工知识共享行为关系中起完全中介作用。研究未发现工作控制点对绩效考核-知识共享行为关系具有显著调节效应。
(3)知识共享过程存在三种主要的负效应风险,即创造性抑制、组织利益挤出和旁观效应加剧。知识共享、知识同质化和创造性三者之间的互动关系揭示了创造性抑制机理；组织依赖性、管理政策和利益动机三者之间的互动关系揭示了组织利益挤出机理；知识共享、工作责任和观众抑制三者之间的关系揭示了旁观效应的加剧机理。组织管理员工知识共享时应该平衡知识共享与工作竞争、适时调整知识供给源、促进知识共享方式多元化、以及完善组织激励系统。
本研究能够为组织管理员工知识共享行为提供有益的理论指导。依据研究结论,组织的员工知识共享激励系统在设计上应该：首先,以构建员工个人兴趣发挥渠道、培养员工对团队、集体和组织的情感与责任意识为主；其次,培养内部知识共享文化、形成知识共享规则；再次,积极、正面评价员工,为员工提供发展和实现自我价值的渠道,使员工在工作中具有成就感；最后,组织应该注重知识共享效果,抑制无关共享、无益共享、甚至有害共享行为。
文章最后归纳和讨论了主要研究结论,并指出研究的不足之处和未来的研究方向。
In knowledge era, knowledge becomes an important factor of production, more and more organizations regard knowledge management as means of getting and retaining competitive advantage. Knowledge sharing is core content of knowledge management; so many organizations manage knowledges just for promoting knowledge sharing between employees. Because knowledge sharing is not always happening naturally, it's necessary to intervene it by some management politics. Performance appraisal is one of most important management methods, but its impaction on knowledge sharing has not studied fully. Further more, effectively interveneing individual behaviors depending on knowing of his or her motives. But few researches on individual knowledge sharing motivations are found, especially in Chinese cultural environment. Again, knowledge sharing may result to nagetive effects, organization should keep it away. Therefore, this article analyzes the influencing mechanism of performance appraisal impacting on knowledge sharing, discusses performance appraisal methods promoting knowledge sharing, and explores management policies based on analysis on negative effects of knowledge sharing.
This article studies mainly three questions:Chinese employees' motivation structure for knowledge sharing, the influencing mechanism of performance appraisal on knowledge sharing behaviors, and the negative effects of knowledge sharing. The first question is mainly about motivation factors and their relations, the second question about the direct influence, mediator mechanism, and moderator effects of work locus of control of 360 degree performance appraisal, contextual performance appraisal, performance appraisal politics, and team-based performance appraisal to knowledge sharing behaviors, the third question about the category, the producing menchanism, the controlling methods of knowledge sharing's negative effects. Based on theoretical analysis and empirical survey about 584 employees, the conclusions were made as follows:
(1)Chinese employees'motivations for knowledge sharing include individual interest, achievement perception, GuanXI building, submission to rules, and attachment and responsibility for collectivity. They have different influences on knowledge sharing. Individual interest, attachment and responsibility are encouraging motivations for knowledge sharing; the other three are hygiene factors, they impact on knowledge sharing by mediator effects of individual interest, and attachment and responsibility for collectivity.
(2)Performance appraisals have significant effects on employees'knowledge sharing. 360 degree performance appraisal, job dedication dimension of contextual performance appraisal, positive performance appraisal politics, and team-based performance appraisal can promote employees to share their knowledge with others, standardized path coefficients are separately 0.26(p<0.001)、0.22(p<0.001)、0.12(p<0.05) and 0.16(p< 0.01). Negative performance politics choke employees' knowledge sharing back. Achievement perception, individual interest, attachment and responsibility for collectivity partly mediate the relationship between 360 degree performance appraisal and knowledge sharing, submission to rules, attachment and responsibility for collectivity partly mediate the relationship between job dedication and knowledge sharing, Achievement perception, individual interest, attachment and responsibility for collectivity fully mediate the relationship between performance appraisal politics and knowledge sharing, submission to rules, attachment and responsibility for collectivity fully mediate the relationship between team-based performance appraisal and knowledge sharing. This article has not found significant moderator effects of work locus of control.
(3)Knowledge sharing has three risks of nagetive effects which are restraining creativity, extruding organizational benefits, and aggravating bystander effects. The interactive relations among knowledge sharing, knowledge homogeneity and creativity reflect the mechanism of creativity being restrained, the interactive relations among organizational dependence, management policy and individual motives the mechanism of organizational benefits being extruded, the interactive relations among knowledge sharing, job responsibility and audience inhibition the mechanism of bystander effects being aggravated. Organizations should balance knowledge sharing and job competition, timely adjust knowledge providers, encourage diversified knowledge shring ways, and perfect organizational excitation system.
This research provides good theoretical direction for managing employees' knowledge sharing. According to the conclusions, in order to motivate knowledge sharing, organizations should first build channels for releasing individual interests in knowledge sharing, foster employees' affection and responsibility to their team, collectivity and organization, and then shape sharing cultures and rules in organization, and then give employees positive appraisals so that they can have perceptions of achievement, and in the end, pay attention to knowledge sharing's effects, reduce meaningless knowledge sharing behaviors.
Finally, the main conclusions were summarized and discussed, and the research limitation and future directions were also put forward.
引文
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