战略人力资源管理、员工信任与知识共享关系研究
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摘要
知识是企业竞争优势的源泉，当前企业管理进入了知识化的阶段，知识管理已经成为企业管理的核心主题。只有那些持续创造新知识，将新知识传遍整个组织，并迅速开发出新技术和新产品的企业才能成功。因此，知识能否在不同部门间及时流动、在员工间充分共享就成了企业获取竞争优势的关键。组织内员工间的知识共享对于提高创新能力和组织绩效的重要性已得到广泛认同。但由于知识共享行为是一方愿意主动增强他方能力的行动，所以该行动需对他方具备高度的信任。除信任之外，也有部分研究表明企业人力资源管理也会对员工知识共享产生影响，但战略人力资源管理对员工知识共享影响的过程仍然不是很清晰。为此，尽管先前研究显示信任、战略人力资源管理这两个变量会分别对员工知识共享有显著影响，但对它们之间的复杂关系进行整合研究的并不多。
对战略人力资源管理的研究起源于20世纪80年代，后来形成了以高绩效工作系统为代表的理论流派，它关注的重点是在某种战略情境下，企业应当选择哪些HR实践及这些实践的组合帮助企业获取竞争优势。此理论范式的探讨也被称为内容型战略人力资源管理研究，并且取得了相当多的研究成果。后来，Bowen和Ostroff（2004）两人借鉴组织氛围的相关理论，认为组织内员工如果就HR实践、政策、流程、惯例等方面持相似的感知，在组织内部形成一个强战略人力资源管理氛围，员工的心理和行为保持一致性程度会更高，战略人力资源管理对组织绩效的影响会更显著。为此，他们认为应当促使企业战略人力资源管理系统具备独特性、一致性和共同性等特征，就战略人力资源管理特征对员工心理和行为影响的研究称之为过程型战略人力资源管理研究。但长期以来，理论界侧重于对内容型战略人力资源管理范式的研究，却忽视了过程型战略人力资源管理范式的研究。为此，本文整合内容与过程的研究范式，探讨战略人力资源管理、员工信任与知识共享行为之间的关系，以便更好地理清它们之间的复杂的相互作用机制，也为战略人力资源管理对组织绩效的影响提供更为丰富的理论支持。这也正是本文的研究背景。
本文的主要工作是依据社会交换理论和归因理论，从战略人力资源管理内容与过程的角度，应用规范研究与实证研究相结合的方法，就战略人力资源管理内容与过程对员工信任、知识共享行为之间的关系进行理论与实证研究。论文的研究思路如下：第一，本文在大量文献回顾的基础上，对战略人力资源管理内容及过程、员工信任和知识共享的概念及相关理论进行了总结。同时依据国内外研究现状，结合中国文化的情境，从员工感知的视角，应用社会交换、归因等理论提出了本文的研究假设和理论框架，这部分工作由第1章研究概述、第2章文献回顾与评述、第3章理论基础和第4章研究假设与理论模型来完成。其中第1章研究概述的主要目的是对选题工作与研究设计进行介绍，主要包括对选题背景、研究意义、研究内容与技术路径等内容的说明。第2章文献回顾与评述主要是对战略人力资源管理内容与过程、员工信任、知识共享等相关概念、理论渊源与研究进展等方面展开描述，目的是对相关概念进行辨析，为本文理论模型的构建奠定概念基础。第3章理论基础主要是对社会交换理论、归因理论进行介绍，为本文研究假设的提出提供理论支持。第4章主要应用社会交换理论、归因理论对战略人力资源管理内容与过程、员工信任、知识共享等变量之间的关系进行逻辑推演，构建了本文的理论模型。前四章内容属于理论研究范畴。第二，依据先前本文提出的理论模型，对本文研究假设的验证过程进行了描述，此工作主要由第5章来完成。它主要包括研究样本、变量测度、数据效度与信度检验、同源偏差检验、数据聚合检验和数据分析等内容，对各假设进行了数据验证。此部分内容属于实证研究范畴。第三，在数据分析的基础上，对本文的主要研究结论及结论的理论价值和实践建议进行了探讨，对本文研究的创新、可能的不足进行总结，进一步对未来研究方向进行了预测。
本文的主要研究结论与观点有：（1）西方学者开发的战略人力资源管理内容与过程、员工信任和知识共享的相关问卷同样适用于中国情境下；（2）战略人力资源管理实践可以有效地促进员工对组织、主管和同事的信任水平，是员工信任的前因变量。（3）信任是战略人力资源管理实践与知识共享的部分中介变量，战略人力资源管理实践通过提升员工信任促进知识共享行为；（4）战略人力资源管理氛围是战略人力资源管理实践、员工信任与知识共享之间的跨层次调节变量，它表明如果员工对战略人力资源管理实践的解读相仿，均认识到组织通过战略人力资源管理实践向他们传递了授权、信任等信息，员工间就会形成较高水平的社会资本，这可以促进员工间的知识共享行为。
根据研究，本文提出如下建议：（1）企业应当积极实施战略人力资源管理实践，具体而言，这些实践包括雇佣保证、审慎甄选、基于业绩的权变式薪酬、广泛的培训、员工参与和内部晋升等。（2）企业积极实施相互投资发展型员工—组织关系。相互投资发展型员工—组织关系模式的核心特征是组织与员工双方保持长期的承诺与投入，它会提升员工信任和知识共享水平。（3）加强战略人力资源管理实践内部一致性的管理。战略人力资源管理能否捆绑成一体是企业竞争优势的源泉，内部匹配非常关键。（4）强化直线经理、HR经理和员工对战略人力资源管理一致性理解的管理，它表明是“执行”的而不是“计划”的战略人力资源管理才能给企业带来竞争优势。
本文可能的创新有：（1）整合探讨了内容与过程型战略人力资源管理对员工心理和行为的影响，有助于进一步揭开战略人力资源管理对组织绩效影响的“黑箱”；（2）整合了个体与组织层次的战略人力资源管理对员工心理和行为的影响，拓展了战略人力资源管理对组织绩效影响的研究层次，是研究方法的创新。
在上述研究的基础上，本文最后对研究不足进行了总结，并就未来继续研究方向进行了展望。
Knowledge is the source of competitive advantage. The management has enteredthe stage of knowledge management, and is the core topic of enterprise management.Only those, who can sustainabley create and spread new within the whole organization,quickly develop new technology and product, can gain success. So the flow and sharingof knowledge between department and workers is the key of of ganing competitiveknowledge, and its importance has been widely accepted.But because of knowledgesharing is a voluntary behavior to strength the other’s ability, it needs high trust forothers.Besides trust, some research indicate human resource management has positiveeffect on employee’s knowledge sharing behavior, but the influence proces is not still infocus. Although prior study show that trust and human resource management hasremarkable effect on employee’s knowledge behavior, but there is lack of integrativestudy of complexe relationship among their, it is the background of this research.
The research of strategic human resource management originae in the1980s, andgradually forming a theory on behalf of high-performance works systems, its focus isfirm should choose which hr practice and bundle to gain competitive advantage incertain strategic situations, and this research is call “content” strategic human resourcemanagement paradigm and a lot of findings are achieved. Later, Bowen&Ostroff(2004)addressed if the employee’s percepton of hr practice, police, progress and routine issimilar, there will be a strong strategic human resource management climate, employe’spsychology and behavior will be more unanimous, the impact of strategic humanresource management on organizational performance will be higher. So they deemedthat firm strategic human resource management system should havedistinctive,consensus and consistent characteristic, this research is called processstrategic human resource management paradigm. But for a long time,academy paid a greater attention on content paradigm, and neglected process paradigm. Therefore, inorder to better understand the complex interaction mechanism, the paper explores therelationships among strategic human resource management, employee trust andknowledge sharing integrating content and process paradigm, and it can enrich thetheoretical support for the impact of strategic human resource management onorganizational performance.
From the perspective of content and process, the theoretical and empirical study ofthe relationships among strategic human resouce management practice, process,employee trust and knowledge sharing based on social exchange and attribtuion theroryis the main work of this paper. Dissertation ideas are as follows: First, based on thereview of large scale literature, this paper sumed up of the concept and relative theory ofstrategic human resource management content and process, trust and knowledgesharing.Then from the perpective of employee perception with the use of socialexchange and attritution theory, within the Chinese culture context, this paper addressesthe hypothesis and theory framework. Chapter1described the selected topic andresearch design, included the background of topic, research implication, resexrchcontent and techniques. Chapter2gave a review of concept and research of strategichuman management content, process，trust and knowledge sharing, it provided aconceptive base of model building. Chapter3introduced the social exchange andattribution theory, it provided a theoretical base of the hypothesis. Chapter4gave alogical deduction of the relationships among strategic human resource managementcontent and process, trust and knowledge sharing based on social exchange andattribution theory, and bulit the theoretical model.Second, Chapter5gave a introductionof the process of hypothesis tested, mainly included research sample, variable measure,validity and reliability test, common bias test, data aggregation test and data analysis.Third, chapter6discussed the mainly conclusion，theoretical and practical implications,research innovations and shortage, and then gave a outlook of future research direction.
The conclusions are as follows:（1）the questionnaire can also apply within theChinese context;（2）strategic human resource management practice is antecedentvariable of employee trust, it can improve the level of employee trust;（3）trust in apartial mediation between strategic human resource management practice andknowledge sharing, strategic human resource management can influence knowledge sharing behavior throuth improving employee trust;（4）climate is a cross-levelmoderation variable among strategic human resource management practice, employeetrust and knowledge sharing. These results indicate that if the interpretion of thestrategic human resource management practices is similary, and can recognize thatstrategic human resouce management practice communicates the message ofempowrment and trust, there will be higher standard social capital that can stimulate thebehavior of knowledge sharing.Based on the conclusions, some suggestions are asfollows:（1）enterprise should positively apply strategic human resource managementpractices, such as employment security, selective hiring, salary based on results,extensive training, employee participation and inner promotion.（2） Enterprise shouldbuild mutual investment employee-organization relationships, it can improve the levelof employee trust and knowledge（.3）Firm should attach importance to the managementof strategic human resouce management practices horizontal fit, and it is the source ofthe competitive advantage.（4）Firm should strength the consensus on the strategichuman resource management among line manager, hr manager and employee, itindicates that it is the implementation, not planned, strategic human resourcemanagement can gain competitive advantage. Probably innovations are as follows:（1）The research can contribute to futher open the black box between strategic humanresource management and organizational performance with the combination of contentand process strategic human resource management influence on employee psychologyand behavior.（2）It extends the research level with the combination of individul andorganzational strategic human resource management influence on employee psychologyand behavior, is a method innovation. On the basis of the above study, the deficiency ofthe research is addressed, and a outlook of the research is forecasted.
对战略人力资源管理的研究起源于20世纪80年代，后来形成了以高绩效工作系统为代表的理论流派，它关注的重点是在某种战略情境下，企业应当选择哪些HR实践及这些实践的组合帮助企业获取竞争优势。此理论范式的探讨也被称为内容型战略人力资源管理研究，并且取得了相当多的研究成果。后来，Bowen和Ostroff（2004）两人借鉴组织氛围的相关理论，认为组织内员工如果就HR实践、政策、流程、惯例等方面持相似的感知，在组织内部形成一个强战略人力资源管理氛围，员工的心理和行为保持一致性程度会更高，战略人力资源管理对组织绩效的影响会更显著。为此，他们认为应当促使企业战略人力资源管理系统具备独特性、一致性和共同性等特征，就战略人力资源管理特征对员工心理和行为影响的研究称之为过程型战略人力资源管理研究。但长期以来，理论界侧重于对内容型战略人力资源管理范式的研究，却忽视了过程型战略人力资源管理范式的研究。为此，本文整合内容与过程的研究范式，探讨战略人力资源管理、员工信任与知识共享行为之间的关系，以便更好地理清它们之间的复杂的相互作用机制，也为战略人力资源管理对组织绩效的影响提供更为丰富的理论支持。这也正是本文的研究背景。
本文的主要工作是依据社会交换理论和归因理论，从战略人力资源管理内容与过程的角度，应用规范研究与实证研究相结合的方法，就战略人力资源管理内容与过程对员工信任、知识共享行为之间的关系进行理论与实证研究。论文的研究思路如下：第一，本文在大量文献回顾的基础上，对战略人力资源管理内容及过程、员工信任和知识共享的概念及相关理论进行了总结。同时依据国内外研究现状，结合中国文化的情境，从员工感知的视角，应用社会交换、归因等理论提出了本文的研究假设和理论框架，这部分工作由第1章研究概述、第2章文献回顾与评述、第3章理论基础和第4章研究假设与理论模型来完成。其中第1章研究概述的主要目的是对选题工作与研究设计进行介绍，主要包括对选题背景、研究意义、研究内容与技术路径等内容的说明。第2章文献回顾与评述主要是对战略人力资源管理内容与过程、员工信任、知识共享等相关概念、理论渊源与研究进展等方面展开描述，目的是对相关概念进行辨析，为本文理论模型的构建奠定概念基础。第3章理论基础主要是对社会交换理论、归因理论进行介绍，为本文研究假设的提出提供理论支持。第4章主要应用社会交换理论、归因理论对战略人力资源管理内容与过程、员工信任、知识共享等变量之间的关系进行逻辑推演，构建了本文的理论模型。前四章内容属于理论研究范畴。第二，依据先前本文提出的理论模型，对本文研究假设的验证过程进行了描述，此工作主要由第5章来完成。它主要包括研究样本、变量测度、数据效度与信度检验、同源偏差检验、数据聚合检验和数据分析等内容，对各假设进行了数据验证。此部分内容属于实证研究范畴。第三，在数据分析的基础上，对本文的主要研究结论及结论的理论价值和实践建议进行了探讨，对本文研究的创新、可能的不足进行总结，进一步对未来研究方向进行了预测。
本文的主要研究结论与观点有：（1）西方学者开发的战略人力资源管理内容与过程、员工信任和知识共享的相关问卷同样适用于中国情境下；（2）战略人力资源管理实践可以有效地促进员工对组织、主管和同事的信任水平，是员工信任的前因变量。（3）信任是战略人力资源管理实践与知识共享的部分中介变量，战略人力资源管理实践通过提升员工信任促进知识共享行为；（4）战略人力资源管理氛围是战略人力资源管理实践、员工信任与知识共享之间的跨层次调节变量，它表明如果员工对战略人力资源管理实践的解读相仿，均认识到组织通过战略人力资源管理实践向他们传递了授权、信任等信息，员工间就会形成较高水平的社会资本，这可以促进员工间的知识共享行为。
根据研究，本文提出如下建议：（1）企业应当积极实施战略人力资源管理实践，具体而言，这些实践包括雇佣保证、审慎甄选、基于业绩的权变式薪酬、广泛的培训、员工参与和内部晋升等。（2）企业积极实施相互投资发展型员工—组织关系。相互投资发展型员工—组织关系模式的核心特征是组织与员工双方保持长期的承诺与投入，它会提升员工信任和知识共享水平。（3）加强战略人力资源管理实践内部一致性的管理。战略人力资源管理能否捆绑成一体是企业竞争优势的源泉，内部匹配非常关键。（4）强化直线经理、HR经理和员工对战略人力资源管理一致性理解的管理，它表明是“执行”的而不是“计划”的战略人力资源管理才能给企业带来竞争优势。
本文可能的创新有：（1）整合探讨了内容与过程型战略人力资源管理对员工心理和行为的影响，有助于进一步揭开战略人力资源管理对组织绩效影响的“黑箱”；（2）整合了个体与组织层次的战略人力资源管理对员工心理和行为的影响，拓展了战略人力资源管理对组织绩效影响的研究层次，是研究方法的创新。
在上述研究的基础上，本文最后对研究不足进行了总结，并就未来继续研究方向进行了展望。
Knowledge is the source of competitive advantage. The management has enteredthe stage of knowledge management, and is the core topic of enterprise management.Only those, who can sustainabley create and spread new within the whole organization,quickly develop new technology and product, can gain success. So the flow and sharingof knowledge between department and workers is the key of of ganing competitiveknowledge, and its importance has been widely accepted.But because of knowledgesharing is a voluntary behavior to strength the other’s ability, it needs high trust forothers.Besides trust, some research indicate human resource management has positiveeffect on employee’s knowledge sharing behavior, but the influence proces is not still infocus. Although prior study show that trust and human resource management hasremarkable effect on employee’s knowledge behavior, but there is lack of integrativestudy of complexe relationship among their, it is the background of this research.
The research of strategic human resource management originae in the1980s, andgradually forming a theory on behalf of high-performance works systems, its focus isfirm should choose which hr practice and bundle to gain competitive advantage incertain strategic situations, and this research is call “content” strategic human resourcemanagement paradigm and a lot of findings are achieved. Later, Bowen&Ostroff(2004)addressed if the employee’s percepton of hr practice, police, progress and routine issimilar, there will be a strong strategic human resource management climate, employe’spsychology and behavior will be more unanimous, the impact of strategic humanresource management on organizational performance will be higher. So they deemedthat firm strategic human resource management system should havedistinctive,consensus and consistent characteristic, this research is called processstrategic human resource management paradigm. But for a long time,academy paid a greater attention on content paradigm, and neglected process paradigm. Therefore, inorder to better understand the complex interaction mechanism, the paper explores therelationships among strategic human resource management, employee trust andknowledge sharing integrating content and process paradigm, and it can enrich thetheoretical support for the impact of strategic human resource management onorganizational performance.
From the perspective of content and process, the theoretical and empirical study ofthe relationships among strategic human resouce management practice, process,employee trust and knowledge sharing based on social exchange and attribtuion theroryis the main work of this paper. Dissertation ideas are as follows: First, based on thereview of large scale literature, this paper sumed up of the concept and relative theory ofstrategic human resource management content and process, trust and knowledgesharing.Then from the perpective of employee perception with the use of socialexchange and attritution theory, within the Chinese culture context, this paper addressesthe hypothesis and theory framework. Chapter1described the selected topic andresearch design, included the background of topic, research implication, resexrchcontent and techniques. Chapter2gave a review of concept and research of strategichuman management content, process，trust and knowledge sharing, it provided aconceptive base of model building. Chapter3introduced the social exchange andattribution theory, it provided a theoretical base of the hypothesis. Chapter4gave alogical deduction of the relationships among strategic human resource managementcontent and process, trust and knowledge sharing based on social exchange andattribution theory, and bulit the theoretical model.Second, Chapter5gave a introductionof the process of hypothesis tested, mainly included research sample, variable measure,validity and reliability test, common bias test, data aggregation test and data analysis.Third, chapter6discussed the mainly conclusion，theoretical and practical implications,research innovations and shortage, and then gave a outlook of future research direction.
The conclusions are as follows:（1）the questionnaire can also apply within theChinese context;（2）strategic human resource management practice is antecedentvariable of employee trust, it can improve the level of employee trust;（3）trust in apartial mediation between strategic human resource management practice andknowledge sharing, strategic human resource management can influence knowledge sharing behavior throuth improving employee trust;（4）climate is a cross-levelmoderation variable among strategic human resource management practice, employeetrust and knowledge sharing. These results indicate that if the interpretion of thestrategic human resource management practices is similary, and can recognize thatstrategic human resouce management practice communicates the message ofempowrment and trust, there will be higher standard social capital that can stimulate thebehavior of knowledge sharing.Based on the conclusions, some suggestions are asfollows:（1）enterprise should positively apply strategic human resource managementpractices, such as employment security, selective hiring, salary based on results,extensive training, employee participation and inner promotion.（2） Enterprise shouldbuild mutual investment employee-organization relationships, it can improve the levelof employee trust and knowledge（.3）Firm should attach importance to the managementof strategic human resouce management practices horizontal fit, and it is the source ofthe competitive advantage.（4）Firm should strength the consensus on the strategichuman resource management among line manager, hr manager and employee, itindicates that it is the implementation, not planned, strategic human resourcemanagement can gain competitive advantage. Probably innovations are as follows:（1）The research can contribute to futher open the black box between strategic humanresource management and organizational performance with the combination of contentand process strategic human resource management influence on employee psychologyand behavior.（2）It extends the research level with the combination of individul andorganzational strategic human resource management influence on employee psychologyand behavior, is a method innovation. On the basis of the above study, the deficiency ofthe research is addressed, and a outlook of the research is forecasted.
引文
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