员工培训对组织承诺、离职倾向的影响机理研究
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摘要
伴随着经济全球化、科学技术的快速发展和知识经济的繁荣,企业面临的竞争环境更加复杂且不确定性增强、竞争态势日趋激烈,要求组织结构更具有灵活性和柔性化,导致雇佣关系的稳定性受到极大的挑战,员工面临着无边界(或易变性)的职业生涯背景,从追求终身雇佣转向追求终身可雇佣性。从国内雇佣关系背景来看,在我国从传统的农业向工业和服务业转型、计划经济体制向市场经济体制转型的“双转型”背景下,员工与组织之间的终身依附关系逐步削弱,内部劳动力市场主导的雇佣模式受到严峻挑战,雇佣关系外部化倾向日益明显。这对员工的工作态度和行为产生深刻的影响,高流动、低承诺已是雇佣关系中的普遍现象。因此,如何保持员工队伍的稳定性、提升员工的组织承诺、创造组织的竞争优势,成为许多企业面临的现实难题。
可雇佣性是解决无边界职业生涯时代雇佣关系问题的关键,探索可雇佣性的培养和生成机制已经成为国际学术界的热点和发达国家制定公共政策的重要领域(谢晋宇,2011)。培训是提升可雇佣性的主要途径之一,是否具有学习和发展机会是员工选择服务组织的首要标准。但培训的效用是双向的,既可能增进员工的组织认同、提高组织承诺,也可能面临员工离职的人力资本投资风险,难以取得充分回报,造成组织投资与回报之间落差极大。是否培训员工、培训的力度和边界选择问题已成为雇佣矛盾的焦点之一,是雇佣关系调整中亟待解决的关键问题。
为了深入探索上述实践问题,本研究将上述问题进一步转化为：研究培训、可雇佣性与组织承诺、离职倾向之间的关系。以心理学的“刺激→认知→反应”理论、社会交换理论、社会认知理论为基础,构建模型,试图回答：①培训是否会显著地促进可雇佣性提升?②可雇佣性在培训与组织承诺之间是否起中介作用?可雇佣性在培训与离职倾向之间是否起中介桥梁作用?两种中介作用机制是否相同?③如果上述中介效应成立,比较培训对组织承诺及离职倾向影响的总效应大小及影响方向,判断当前培训对员工态度影响的一般效应；④进一步解释,在什么条件下,员工参与培训以后将增强组织承诺,或,员工参与培训以后将可能离职?在可雇佣性的中介效应成立的前提下,引入期望符合度,做可雇佣性与组织承诺、可雇佣性与离职倾向的调节效应检验,构建有调节的中介作用模型,深化变量之间的作用机制研究。
本研究综合采用文献分析法、深度访谈法和问卷调查法进行理论研究和实证检验。通过文献分析法系统地梳理本论文的理论基础,对培训、可雇佣性、组织承诺、离职倾向、期望符合度已有的研究成果进行综述,为变量之间的可能联系寻找理论支撑；运用深度访谈法访谈正在参与培训的各类员工,深入了解员工对培训、可雇佣性的自我感知,考虑留职或离职的主要因素,从实践角度检验变量之间的中介效应、挖掘调节变量；在文献分析和深度访谈的基础上,对培训、可雇佣性、组织承诺、离职倾向、期望符合度的范畴进行归纳分析,总结变量的维度,分析变量之间的关系,提出本研究的理论模型并对变量之间的关系进行假设推演；通过问卷调查法大规模发放问卷,共收集有效问卷367份,采用相关的统计分析方法,对问卷信度、效度进行检验,应用SPSS和AMOS软件,检验变量之间主效应、中介效应和调节效应。
本文的研究结论是：(1)从自我感知的角度测量可雇佣性的结构维度：内部可雇佣性和外部可雇佣性,具有良好的信度和效度,在中国具有良好的适用性；从主观感知角度测量培训的结构维度,发现培训的结构维度由培训机会、培训意愿、培训支持、个人收益及职业收益构成,将培训收益分解为个人和职业两个方面；(2)验证培训的有效性：培训显著提高员工的可雇佣性,包括内部可雇佣性和外部可雇佣性两个方面；(3)培训对组织承诺有显著的正向预测作用,对离职倾向存在显著的负向影响,表明培训能够影响员工的去留态度；(4)可雇佣性的中介效应检验之一：可雇佣性在培训与组织承诺之间起中介桥梁作用,其中,内部可雇佣性在培训与组织承诺之间起部分中介作用,外部可雇佣性在两者之间的中介效应不显著。这说明,在无边界职业生涯时代,培训既能直接作用于组织承诺,也通过可雇佣性对员工组织承诺产生间接影响；(5)可雇佣性的中介效应检验之二：可雇佣性在培训与离职倾向之间起中介桥梁作用,其中,内部可雇佣性在培训与离职倾向之间起完全中介作用,外部可雇佣性在培训与离职倾向之间起部分中介作用。这说明,培训完全通过内部可雇佣性对离职倾向产生负向影响,同时,培训既能直接作用于离职倾向,也通过外部可雇佣性对离职倾向产生正向影响；(6)影响效应分析：培训对组织承诺的正向影响远大于离职倾向,且培训对离职倾向的影响效应为负,这说明总体而言,培训是有利于增强员工的组织承诺、强化留职意愿；(7)本研究进一步深化期望符合度在员工行为选择中的地位：期望符合度在可雇佣性与培训、离职倾向之间起调节作用。当员工的期望符合度较高时,通过培训提升可雇佣性增强员工的组织承诺；当员工的期望符合度较低时,通过培训提升可雇佣性可能增强员工的离职倾向。这表明可雇佣性与期望符合度共同作用于培训与员工态度之间的关系。
总之,本研究在社会交换理论、期望理论基础上,深入描绘了培训与员工留/离职之间的关系及其作用机制。在无边界职业生涯时代,培训是员工做出留/离职选择的重要参考因素(“是否有作用”),又初步阐明了培训对影响员工选择的作用机制(“怎样起作用)；还进一步揭示了员工做出不同选择的重要原因(“何时起作用”),这丰富了培训与组织承诺的研究内容,并推动后续的相关研究。
本研究的意义在于,理论上：(1)有利于厘清无边界职业生涯背景下培训对员工态度及行为的作用机制,(2)从可雇佣性的视角出发探讨雇佣关系,为雇佣关系的微观协调机制提供新的思路,(3)拓展了培训、可雇佣性两个构念在中国本土化的应用；实践上：(1)力图从可雇佣性的视角解释人力资源管理实践中的某些困境,(2)为无边界职业生涯时代背景下的人力资源管理实践提供指导。
本研究的创新之处体现在以下几个方面：
1.本研究从微观感知的视角对培训及可雇佣性进行测量,检验了两者的结构维度在我国的适用性。已有的关于培训的研究,尤其是国内研究主要集中在定性分析或客观实践数据,关注培训的投资及过程,而从培训参与者的主观感受视角度量培训、探究培训有效性的较少；有关可雇佣性的研究,国内研究主要以定性分析为主、研究层面集中在政府及企业层面,对企业员工的可雇佣性测量的较少。本研究将国外成熟量表引入国内,从自我感知层面测量培训及可雇佣性,验证这两个量表在我国企业员工的适用性,为后续与此相关的测量提供参考,经过探索性和验证性因子分析发现：可雇佣性可划分为内部、外部两个维度且具有良好的信度和效度,在我国同样适用；但培训的维度结构检验结果与国外有一定的差异,即,除培训意愿、培训机会、培训支持三个维度与国外研究保持一致以外,培训收益可分解成两个维度：个人收益和职业收益。
2.本研究引入可雇佣性作为中介变量、期望符合度作为调节变量,构建了培训对员工态度的作用模型,深入阐释了无边界职业生涯背景下培训对员工的去留选择的影响机理。已有的研究较多地关注培训与员工态度之间的关系,但缺乏对其中内在的作用机制过程的研究。本研究尝试用可雇佣性打开培训与员工态度关系的黑箱,以心理学传统的“刺激→认知→反应”模式作为整体的理论基础,以社会交换理论、社会认知理论、期望效用理论为变量之间逻辑关系推演的理论依据,通过假设推导和实证检验,验证：可雇佣性在培训与组织承诺、培训与离职倾向之间起中介作用,期望符合度在可雇佣性与员工态度的中介效应中起调节作用,深刻揭示了新型雇佣关系背景下组织的培训政策对员工态度及行为决策的作用机制过程,这一研究丰富了雇佣关系理论。
3.本研究探索可雇佣性的开发和实现机制,为雇佣关系的微观协调机制提供新的思路。总体而言,研究结论解答了实践中“是否应该培训员工、是否提高员工的可雇佣性就增加其流失的可能性”这一企业人力资本投资的困惑,证实了现阶段组织投资于员工培训能够提升员工可雇佣性和有利于稳定员工队伍。在传统的激励方式逐渐失效、培训作为新型雇佣关系的一种激励策略的背景下,将研究结论运用于管理实践则要求管理理念的创新：(1)将可雇佣性作为重构新型雇佣关系、平衡现代企业雇佣冲突的核心；(2)将可雇佣性作为一项提升员工素质、保持雇佣关系稳定性的雇佣关系事前和事中的治理机制；(3)雇佣双方形成相互投资的雇佣理念,明确双方的投资内容,构建合理的收益分享、风险防范及激励约束机制。以此为出发点,本研究从组织层面和员工层面提出系统化和操作化的对策建议,以期促进当前员工可雇佣性的培养和开发、进而优化雇佣策略,以缓解雇佣冲突、提高就业水平和雇佣质量,实现雇佣关系的和谐。
With the economic globalization, science&technology fast developed and knowledge-based economy being prosperous, the competition environment of enterprises becomes more complex and uncertain, and the competition among enterprises becomes fiercer and fiercer. All of these lead to great challenge to the stability of employer-employee relationship in boundary-less (or variability) career of staff. Besides, the transformation from lifetime employment to the life-long employability and these changes demand organizational structure to be more flexible. Based on the transition from traditional agriculture to manufacture and service industry and the transition from planned economy to market economy in China, the lifelong attachment relationship between staff and organization is being weaken gradually, the dominant employment pattern of internal labor market faces serious challenge, and the externalization of employer-employee relationship gets more and more apparent. All of these have deep influence on staff's work attitudes and behaviors, the phenomenon of turnover rate and low commitment has been widespread in the field of the employer-employee relationship. Thus, the urgent significant problems of many enterprises face are how to keep stability of staff, how to improve staff's organizational commitment and how to create organization's competition advantage.
Employability is the key to the solution of employer-employee relationship in the boundary-less career era, and the research on the development and generative mechanism of employability has become a hot topic in the international academic circles, as well as an important area of the public policies in the developed countries (Jinyu Xie,2011). Training is the main method to improve employability, and the opportunity to learning and developing of staff has become the first standard in choosing organization to serve. However, the utility of training is perhaps bidirectional, it may enhance the organizational identification and organizational commitment and it also may cause the risk of investment to human capital. So training becomes one of the key contradictions and problems needed to be solved in the employer-employee relationship.
In order to deeply explore above questions, this paper transforms them into discuss the relationship among training, employability, organizational commitment and turnover intention. Based on the psychology theory of "stimulus→cognitive→response", social exchange theory and social cognitive theory, this study construct model and try to answer the following questions:(1) Does training improve employability significantly?(2) Does employability play an mediate role between training-organizational commitment and training-turnover intention?(3) If so, in order to judge the general effects of training on the staff's attitude, the paper takes training as the common antecedents, and compares the path coefficient of employability to the organizational commitment and to the turnover intention.(4) Furthermore, this study explains that in which condition training wound enhance the staff's organizational commitment and in which condition training wound lead them leave their positions after attending training? This'study introduces expectation value to deepen mechanism between the variables through the moderated mediator effect between employability and expectation value.
The paper has used documentary analysis, depth interview and questionnaire survey to do theoretical research and empirical test. By using documentary analysis, the paper reviews systematically its theory foundation and gives an summarization on the existing research about training, employability, organizational commitment, turnover intention and expectation value, which is trying to provide theoretical support for possible connection among the variables. By deeply interviewing all kinds of staff who are attending training in the organization, the paper understands the staff's self-perception of the training and employability, knows main factors which influence their decision to stay or leave the position and tests the intermediary effect between the variables and excavates moderating variables from the perspective of practice. According to documentary analysis and depth interview, the paper analyses inductively the category of the training, employability, organizational commitment, turnover intention and expectation value, summarizes variable's dimensionality, analyses variables' relationships, puts forward theoretical model and then presumes the variables' relationship. By using questionnaire survey, there are367effective responses, and the paper tests its credibility and validity through the relevant statistic analysis methods. Besides, the paper tests the main effect, mediating effect and moderated mediator effect with the help of SPSS and AMOS software.
The conclusions of the paper are drawn as follows:(1) The dimensions of employability can be measured from perspective of self-perception, including internal employability and external employability, and the structure dimensions have good validity and credibility and applicability in China. The structure dimensions of training can be measured from the subjective perspective, which is included training opportunity, training willingness, training support, and training gains, which can be sorted into personal-related benefits of training and career-related benefits of training.(2) The effectiveness of the training has been tested, which can improve significantly both the internal and external employability.(3) Training has significantly positive prediction on the organizational commitment and negative effects on turnover intention, It means that training can affect staff's attitude to whether to quit the job or not.(4) One of the mediate effect test of employability is that employability mediates the relationship between training and organizational commitment. Furthermore, internal employability plays partial mediate effect and external employability has no significant mediate effect between training and organizational commitment, which shows that training not only can directly effect on the organizational commitment, but also has indirect influence on staff organization commitment through employability.(5) The second mediate effect test of employability is that employability mediates the relationship between training and turnover intention. In detail, internal employability plays full mediate effect and external employability has partial mediate role between training and turnover intention, which shows that training can play completely impact on turnover intention through the internal employability, meanwhile training not only can directly effect on turnover intention, but also has positive influence on turnover intention through external employability.(6) By comparing these influences, the paper finds that training has far more positive influence on organizational commitment than turnover intention.(7)The paper further analyzes how the expectation value affects the staff's behavior choice, which the expectation value plays moderated mediator role among employability, training and turnover intention. When the expectation value becomes higher degree, employability can enhance the degree of organizational commitment; while the expectation value becomes lower, employability can increase employee turnover intention. The above conclusion suggests that employment and expectation value both affect on the relationship of training and staff attitudes.
The paper has presented the mediated moderation model based on social exchange theory and expected utility theory, and deeply described the relationship between training and employee retention/turnover. In the view of the paper, training is an important factor for the staff to make the retention/turnover selection in the boundary-less career era ("Is there a role?"), and the paper expounds preliminarily the mechanism of training affecting on employees selection ("How to play role?"), and further reveals the important reasons of the staff making different choices ("When to play role"), which can enrich research the contents about training and organizational commitment and promote further research. The theoretical significance of the paper lies in as follows:(1) It helps to distinct training influence on the mechanism of staff's attitude and behavior at the background of boundary-less career.(2) It discusses the employer-employee relationship on the perspective of employability, which provides new ideas for micro-adjustment mechanism of employer-employee relationship.(3) It expands the utilization of two constructs-training and employability in China. The practical significance of the paper lies in as follows:(1) It tries to explain some puzzlements in the practice of HRM on the perspective of employability.(2) It offers some guidelines in the practice of the HRM in the boundary-less career era.
The innovation of this study is mainly reflected in the following three aspects.
1. The paper has tested the dimension structures training and employability and verified its applicability in China from microcosmic perception perspective. The existing researches on training mostly focus on qualitative analysis or objective figures, focusing on the investment of training and its process. However there are few researches on measuring training and valuing its validity from subjective experience of the participator. The paper mainly measures training from the point of the perception of individuals, which has been proved reasonable and effective by some foreign scholars, though few domestic researches have referred to this method. As to the study on employability, the domestic researches always adapt the method of qualitative analysis and concentrate on the level of government and company and lack of the measurement on employability of staff. Therefore, this paper based on the background of boundary-less career which 'employability'is the key word of the employer-employee relationship and training is the most important management method to improve employability, has tested training and employability on the aspect of self-perception and verified the applicability of these two scales in China, which can offer consultation to the following related measurement. Through exploratory factor analysis and confirmatory factor analysis, the paper finds that employability, either as single dimensionality or as two dimensionalities of internal and external, can be applied in China, which has good reliability and validity; but the dimension structures of training have some differences in China compared with abroad researches, that is, excepting that the training willingness, training opportunity, training support which are coincident with that of foreign studies, the benefits of training can be divided into two dimensionalities, that is personal-related benefits of training and career-related benefits of training. Whether the reliability and validity of dimension structures of training has its universality or not will be further verified.
2. The paper has introduced employability to explain the staff choices of retention/turnover in boundary-less career era. The existing researches have paid much attention to the relationship of training and staff's attitude; However, they lack of research on its process of the internal mechanism, it is essential to research the question further. The paper based on traditional model-"stimulate-*recognize→reaction" as the theoretical foundation and taken social exchange theory, expecting utility theory and social recognize theory as variable logic relationship between deduction theory, tries to open the "blackbox" of the relationship of training and the staffs attitude by using employability and comes to a conclusion through the hypothesis deduction and empirical test, which employability plays mediate role between training-organizational commitment and training-turnover intention and expectation value plays an moderator mediated effect between employability and staff attitudes. The conclusion reveals deeply how organization's training policy affect staff's attitude and behavior choice at the background of new employer-employee relationship, which enriches employer-employee relationship theory.
3. The paper has explored the development and implementation mechanism of employability, which can provide new ideas for micro-adjustment mechanism of employer-employee relationship. In a word, it has answered the practical puzzlement, that is'whether the company should invest in training employee or not, and whether enhancing employability of employee should mean high probability of staff's turnover or not'; it has also proved that investment in staff training by organization can improve staff's employability and maintain a high degree of commitment of the staff, which means training can being a kind of incentive strategy for the new employer-employee relationship as the traditional incentive way gradually invalidating. It needs the innovations of the management perception in order to adapt the conclusion:(1) Employability should be seen as the key in the reconstruction of new employer-employee relationship and the balance of modern company employer-employee conflicts.(2) Employability should be seen as management mechanism to enhance staff's quality and to keep employer-employee relationship stable before the event.(3) Employers and employees should form mutual investment concept, definite clearly both sides' investment content and establish reasonable mechanism of profit distribution, risk protection and stimulation-restraint, which arouse new challenges to the present employer-employee model. Based on these, the paper comes up with specific suggestions from the perspective of organization and staff so as to improve the development and exploiting of staff employability, and then optimizes the employment strategy to relieve employ conflicts, improve the employment rate and employment quality and fulfill the harmony of employer-employee relationship.
可雇佣性是解决无边界职业生涯时代雇佣关系问题的关键,探索可雇佣性的培养和生成机制已经成为国际学术界的热点和发达国家制定公共政策的重要领域(谢晋宇,2011)。培训是提升可雇佣性的主要途径之一,是否具有学习和发展机会是员工选择服务组织的首要标准。但培训的效用是双向的,既可能增进员工的组织认同、提高组织承诺,也可能面临员工离职的人力资本投资风险,难以取得充分回报,造成组织投资与回报之间落差极大。是否培训员工、培训的力度和边界选择问题已成为雇佣矛盾的焦点之一,是雇佣关系调整中亟待解决的关键问题。
为了深入探索上述实践问题,本研究将上述问题进一步转化为：研究培训、可雇佣性与组织承诺、离职倾向之间的关系。以心理学的“刺激→认知→反应”理论、社会交换理论、社会认知理论为基础,构建模型,试图回答：①培训是否会显著地促进可雇佣性提升?②可雇佣性在培训与组织承诺之间是否起中介作用?可雇佣性在培训与离职倾向之间是否起中介桥梁作用?两种中介作用机制是否相同?③如果上述中介效应成立,比较培训对组织承诺及离职倾向影响的总效应大小及影响方向,判断当前培训对员工态度影响的一般效应；④进一步解释,在什么条件下,员工参与培训以后将增强组织承诺,或,员工参与培训以后将可能离职?在可雇佣性的中介效应成立的前提下,引入期望符合度,做可雇佣性与组织承诺、可雇佣性与离职倾向的调节效应检验,构建有调节的中介作用模型,深化变量之间的作用机制研究。
本研究综合采用文献分析法、深度访谈法和问卷调查法进行理论研究和实证检验。通过文献分析法系统地梳理本论文的理论基础,对培训、可雇佣性、组织承诺、离职倾向、期望符合度已有的研究成果进行综述,为变量之间的可能联系寻找理论支撑；运用深度访谈法访谈正在参与培训的各类员工,深入了解员工对培训、可雇佣性的自我感知,考虑留职或离职的主要因素,从实践角度检验变量之间的中介效应、挖掘调节变量；在文献分析和深度访谈的基础上,对培训、可雇佣性、组织承诺、离职倾向、期望符合度的范畴进行归纳分析,总结变量的维度,分析变量之间的关系,提出本研究的理论模型并对变量之间的关系进行假设推演；通过问卷调查法大规模发放问卷,共收集有效问卷367份,采用相关的统计分析方法,对问卷信度、效度进行检验,应用SPSS和AMOS软件,检验变量之间主效应、中介效应和调节效应。
本文的研究结论是：(1)从自我感知的角度测量可雇佣性的结构维度：内部可雇佣性和外部可雇佣性,具有良好的信度和效度,在中国具有良好的适用性；从主观感知角度测量培训的结构维度,发现培训的结构维度由培训机会、培训意愿、培训支持、个人收益及职业收益构成,将培训收益分解为个人和职业两个方面；(2)验证培训的有效性：培训显著提高员工的可雇佣性,包括内部可雇佣性和外部可雇佣性两个方面；(3)培训对组织承诺有显著的正向预测作用,对离职倾向存在显著的负向影响,表明培训能够影响员工的去留态度；(4)可雇佣性的中介效应检验之一：可雇佣性在培训与组织承诺之间起中介桥梁作用,其中,内部可雇佣性在培训与组织承诺之间起部分中介作用,外部可雇佣性在两者之间的中介效应不显著。这说明,在无边界职业生涯时代,培训既能直接作用于组织承诺,也通过可雇佣性对员工组织承诺产生间接影响；(5)可雇佣性的中介效应检验之二：可雇佣性在培训与离职倾向之间起中介桥梁作用,其中,内部可雇佣性在培训与离职倾向之间起完全中介作用,外部可雇佣性在培训与离职倾向之间起部分中介作用。这说明,培训完全通过内部可雇佣性对离职倾向产生负向影响,同时,培训既能直接作用于离职倾向,也通过外部可雇佣性对离职倾向产生正向影响；(6)影响效应分析：培训对组织承诺的正向影响远大于离职倾向,且培训对离职倾向的影响效应为负,这说明总体而言,培训是有利于增强员工的组织承诺、强化留职意愿；(7)本研究进一步深化期望符合度在员工行为选择中的地位：期望符合度在可雇佣性与培训、离职倾向之间起调节作用。当员工的期望符合度较高时,通过培训提升可雇佣性增强员工的组织承诺；当员工的期望符合度较低时,通过培训提升可雇佣性可能增强员工的离职倾向。这表明可雇佣性与期望符合度共同作用于培训与员工态度之间的关系。
总之,本研究在社会交换理论、期望理论基础上,深入描绘了培训与员工留/离职之间的关系及其作用机制。在无边界职业生涯时代,培训是员工做出留/离职选择的重要参考因素(“是否有作用”),又初步阐明了培训对影响员工选择的作用机制(“怎样起作用)；还进一步揭示了员工做出不同选择的重要原因(“何时起作用”),这丰富了培训与组织承诺的研究内容,并推动后续的相关研究。
本研究的意义在于,理论上：(1)有利于厘清无边界职业生涯背景下培训对员工态度及行为的作用机制,(2)从可雇佣性的视角出发探讨雇佣关系,为雇佣关系的微观协调机制提供新的思路,(3)拓展了培训、可雇佣性两个构念在中国本土化的应用；实践上：(1)力图从可雇佣性的视角解释人力资源管理实践中的某些困境,(2)为无边界职业生涯时代背景下的人力资源管理实践提供指导。
本研究的创新之处体现在以下几个方面：
1.本研究从微观感知的视角对培训及可雇佣性进行测量,检验了两者的结构维度在我国的适用性。已有的关于培训的研究,尤其是国内研究主要集中在定性分析或客观实践数据,关注培训的投资及过程,而从培训参与者的主观感受视角度量培训、探究培训有效性的较少；有关可雇佣性的研究,国内研究主要以定性分析为主、研究层面集中在政府及企业层面,对企业员工的可雇佣性测量的较少。本研究将国外成熟量表引入国内,从自我感知层面测量培训及可雇佣性,验证这两个量表在我国企业员工的适用性,为后续与此相关的测量提供参考,经过探索性和验证性因子分析发现：可雇佣性可划分为内部、外部两个维度且具有良好的信度和效度,在我国同样适用；但培训的维度结构检验结果与国外有一定的差异,即,除培训意愿、培训机会、培训支持三个维度与国外研究保持一致以外,培训收益可分解成两个维度：个人收益和职业收益。
2.本研究引入可雇佣性作为中介变量、期望符合度作为调节变量,构建了培训对员工态度的作用模型,深入阐释了无边界职业生涯背景下培训对员工的去留选择的影响机理。已有的研究较多地关注培训与员工态度之间的关系,但缺乏对其中内在的作用机制过程的研究。本研究尝试用可雇佣性打开培训与员工态度关系的黑箱,以心理学传统的“刺激→认知→反应”模式作为整体的理论基础,以社会交换理论、社会认知理论、期望效用理论为变量之间逻辑关系推演的理论依据,通过假设推导和实证检验,验证：可雇佣性在培训与组织承诺、培训与离职倾向之间起中介作用,期望符合度在可雇佣性与员工态度的中介效应中起调节作用,深刻揭示了新型雇佣关系背景下组织的培训政策对员工态度及行为决策的作用机制过程,这一研究丰富了雇佣关系理论。
3.本研究探索可雇佣性的开发和实现机制,为雇佣关系的微观协调机制提供新的思路。总体而言,研究结论解答了实践中“是否应该培训员工、是否提高员工的可雇佣性就增加其流失的可能性”这一企业人力资本投资的困惑,证实了现阶段组织投资于员工培训能够提升员工可雇佣性和有利于稳定员工队伍。在传统的激励方式逐渐失效、培训作为新型雇佣关系的一种激励策略的背景下,将研究结论运用于管理实践则要求管理理念的创新：(1)将可雇佣性作为重构新型雇佣关系、平衡现代企业雇佣冲突的核心；(2)将可雇佣性作为一项提升员工素质、保持雇佣关系稳定性的雇佣关系事前和事中的治理机制；(3)雇佣双方形成相互投资的雇佣理念,明确双方的投资内容,构建合理的收益分享、风险防范及激励约束机制。以此为出发点,本研究从组织层面和员工层面提出系统化和操作化的对策建议,以期促进当前员工可雇佣性的培养和开发、进而优化雇佣策略,以缓解雇佣冲突、提高就业水平和雇佣质量,实现雇佣关系的和谐。
With the economic globalization, science&technology fast developed and knowledge-based economy being prosperous, the competition environment of enterprises becomes more complex and uncertain, and the competition among enterprises becomes fiercer and fiercer. All of these lead to great challenge to the stability of employer-employee relationship in boundary-less (or variability) career of staff. Besides, the transformation from lifetime employment to the life-long employability and these changes demand organizational structure to be more flexible. Based on the transition from traditional agriculture to manufacture and service industry and the transition from planned economy to market economy in China, the lifelong attachment relationship between staff and organization is being weaken gradually, the dominant employment pattern of internal labor market faces serious challenge, and the externalization of employer-employee relationship gets more and more apparent. All of these have deep influence on staff's work attitudes and behaviors, the phenomenon of turnover rate and low commitment has been widespread in the field of the employer-employee relationship. Thus, the urgent significant problems of many enterprises face are how to keep stability of staff, how to improve staff's organizational commitment and how to create organization's competition advantage.
Employability is the key to the solution of employer-employee relationship in the boundary-less career era, and the research on the development and generative mechanism of employability has become a hot topic in the international academic circles, as well as an important area of the public policies in the developed countries (Jinyu Xie,2011). Training is the main method to improve employability, and the opportunity to learning and developing of staff has become the first standard in choosing organization to serve. However, the utility of training is perhaps bidirectional, it may enhance the organizational identification and organizational commitment and it also may cause the risk of investment to human capital. So training becomes one of the key contradictions and problems needed to be solved in the employer-employee relationship.
In order to deeply explore above questions, this paper transforms them into discuss the relationship among training, employability, organizational commitment and turnover intention. Based on the psychology theory of "stimulus→cognitive→response", social exchange theory and social cognitive theory, this study construct model and try to answer the following questions:(1) Does training improve employability significantly?(2) Does employability play an mediate role between training-organizational commitment and training-turnover intention?(3) If so, in order to judge the general effects of training on the staff's attitude, the paper takes training as the common antecedents, and compares the path coefficient of employability to the organizational commitment and to the turnover intention.(4) Furthermore, this study explains that in which condition training wound enhance the staff's organizational commitment and in which condition training wound lead them leave their positions after attending training? This'study introduces expectation value to deepen mechanism between the variables through the moderated mediator effect between employability and expectation value.
The paper has used documentary analysis, depth interview and questionnaire survey to do theoretical research and empirical test. By using documentary analysis, the paper reviews systematically its theory foundation and gives an summarization on the existing research about training, employability, organizational commitment, turnover intention and expectation value, which is trying to provide theoretical support for possible connection among the variables. By deeply interviewing all kinds of staff who are attending training in the organization, the paper understands the staff's self-perception of the training and employability, knows main factors which influence their decision to stay or leave the position and tests the intermediary effect between the variables and excavates moderating variables from the perspective of practice. According to documentary analysis and depth interview, the paper analyses inductively the category of the training, employability, organizational commitment, turnover intention and expectation value, summarizes variable's dimensionality, analyses variables' relationships, puts forward theoretical model and then presumes the variables' relationship. By using questionnaire survey, there are367effective responses, and the paper tests its credibility and validity through the relevant statistic analysis methods. Besides, the paper tests the main effect, mediating effect and moderated mediator effect with the help of SPSS and AMOS software.
The conclusions of the paper are drawn as follows:(1) The dimensions of employability can be measured from perspective of self-perception, including internal employability and external employability, and the structure dimensions have good validity and credibility and applicability in China. The structure dimensions of training can be measured from the subjective perspective, which is included training opportunity, training willingness, training support, and training gains, which can be sorted into personal-related benefits of training and career-related benefits of training.(2) The effectiveness of the training has been tested, which can improve significantly both the internal and external employability.(3) Training has significantly positive prediction on the organizational commitment and negative effects on turnover intention, It means that training can affect staff's attitude to whether to quit the job or not.(4) One of the mediate effect test of employability is that employability mediates the relationship between training and organizational commitment. Furthermore, internal employability plays partial mediate effect and external employability has no significant mediate effect between training and organizational commitment, which shows that training not only can directly effect on the organizational commitment, but also has indirect influence on staff organization commitment through employability.(5) The second mediate effect test of employability is that employability mediates the relationship between training and turnover intention. In detail, internal employability plays full mediate effect and external employability has partial mediate role between training and turnover intention, which shows that training can play completely impact on turnover intention through the internal employability, meanwhile training not only can directly effect on turnover intention, but also has positive influence on turnover intention through external employability.(6) By comparing these influences, the paper finds that training has far more positive influence on organizational commitment than turnover intention.(7)The paper further analyzes how the expectation value affects the staff's behavior choice, which the expectation value plays moderated mediator role among employability, training and turnover intention. When the expectation value becomes higher degree, employability can enhance the degree of organizational commitment; while the expectation value becomes lower, employability can increase employee turnover intention. The above conclusion suggests that employment and expectation value both affect on the relationship of training and staff attitudes.
The paper has presented the mediated moderation model based on social exchange theory and expected utility theory, and deeply described the relationship between training and employee retention/turnover. In the view of the paper, training is an important factor for the staff to make the retention/turnover selection in the boundary-less career era ("Is there a role?"), and the paper expounds preliminarily the mechanism of training affecting on employees selection ("How to play role?"), and further reveals the important reasons of the staff making different choices ("When to play role"), which can enrich research the contents about training and organizational commitment and promote further research. The theoretical significance of the paper lies in as follows:(1) It helps to distinct training influence on the mechanism of staff's attitude and behavior at the background of boundary-less career.(2) It discusses the employer-employee relationship on the perspective of employability, which provides new ideas for micro-adjustment mechanism of employer-employee relationship.(3) It expands the utilization of two constructs-training and employability in China. The practical significance of the paper lies in as follows:(1) It tries to explain some puzzlements in the practice of HRM on the perspective of employability.(2) It offers some guidelines in the practice of the HRM in the boundary-less career era.
The innovation of this study is mainly reflected in the following three aspects.
1. The paper has tested the dimension structures training and employability and verified its applicability in China from microcosmic perception perspective. The existing researches on training mostly focus on qualitative analysis or objective figures, focusing on the investment of training and its process. However there are few researches on measuring training and valuing its validity from subjective experience of the participator. The paper mainly measures training from the point of the perception of individuals, which has been proved reasonable and effective by some foreign scholars, though few domestic researches have referred to this method. As to the study on employability, the domestic researches always adapt the method of qualitative analysis and concentrate on the level of government and company and lack of the measurement on employability of staff. Therefore, this paper based on the background of boundary-less career which 'employability'is the key word of the employer-employee relationship and training is the most important management method to improve employability, has tested training and employability on the aspect of self-perception and verified the applicability of these two scales in China, which can offer consultation to the following related measurement. Through exploratory factor analysis and confirmatory factor analysis, the paper finds that employability, either as single dimensionality or as two dimensionalities of internal and external, can be applied in China, which has good reliability and validity; but the dimension structures of training have some differences in China compared with abroad researches, that is, excepting that the training willingness, training opportunity, training support which are coincident with that of foreign studies, the benefits of training can be divided into two dimensionalities, that is personal-related benefits of training and career-related benefits of training. Whether the reliability and validity of dimension structures of training has its universality or not will be further verified.
2. The paper has introduced employability to explain the staff choices of retention/turnover in boundary-less career era. The existing researches have paid much attention to the relationship of training and staff's attitude; However, they lack of research on its process of the internal mechanism, it is essential to research the question further. The paper based on traditional model-"stimulate-*recognize→reaction" as the theoretical foundation and taken social exchange theory, expecting utility theory and social recognize theory as variable logic relationship between deduction theory, tries to open the "blackbox" of the relationship of training and the staffs attitude by using employability and comes to a conclusion through the hypothesis deduction and empirical test, which employability plays mediate role between training-organizational commitment and training-turnover intention and expectation value plays an moderator mediated effect between employability and staff attitudes. The conclusion reveals deeply how organization's training policy affect staff's attitude and behavior choice at the background of new employer-employee relationship, which enriches employer-employee relationship theory.
3. The paper has explored the development and implementation mechanism of employability, which can provide new ideas for micro-adjustment mechanism of employer-employee relationship. In a word, it has answered the practical puzzlement, that is'whether the company should invest in training employee or not, and whether enhancing employability of employee should mean high probability of staff's turnover or not'; it has also proved that investment in staff training by organization can improve staff's employability and maintain a high degree of commitment of the staff, which means training can being a kind of incentive strategy for the new employer-employee relationship as the traditional incentive way gradually invalidating. It needs the innovations of the management perception in order to adapt the conclusion:(1) Employability should be seen as the key in the reconstruction of new employer-employee relationship and the balance of modern company employer-employee conflicts.(2) Employability should be seen as management mechanism to enhance staff's quality and to keep employer-employee relationship stable before the event.(3) Employers and employees should form mutual investment concept, definite clearly both sides' investment content and establish reasonable mechanism of profit distribution, risk protection and stimulation-restraint, which arouse new challenges to the present employer-employee model. Based on these, the paper comes up with specific suggestions from the perspective of organization and staff so as to improve the development and exploiting of staff employability, and then optimizes the employment strategy to relieve employ conflicts, improve the employment rate and employment quality and fulfill the harmony of employer-employee relationship.
引文
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