人—组织匹配感知：维度结构及对员工工作绩效的作用机制
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摘要
随着科学技术的快速发展和人力资源在组织运营中重要性的日益提升,一方面,组织在更为广泛的范围内面临着更为激烈的市场竞争,因而开始普遍重视通过雇佣那些核心特质与组织整体特征相匹配、能够在组织中灵活转移的员工,来应对经营环境的不确定性,提高组织对环境变化的响应速度和维持竞争优势；另一方面,员工的工作绩效在很大程度上影响着组织的运作效率和兴衰成败,因此,组织致力于通过各种方式和途径,来提高和改善员工的工作绩效。其中,员工对于自身与组织之间匹配水平的感知对员工的工作态度和工作行为能产生积极作用,并进一步影响到其工作结果。因此,了解员工从哪些方面形成与组织的匹配感知以及人—组织匹配感知对员工工作绩效的作用机制有助于组织从员工招聘、培训与社会化、绩效管理等多个人力资源管理环节入手,采取适当的举措来改善或巩固员工个体的人—组织匹配感知水平,从而提升员工的工作绩效。
人—组织匹配是指员工和组织之间的相容性。当员工和组织双方中有一方能够提供另一方所需要的东西,或者双方具有相似或互补的基本特征时,就可以认为双方达到了相容。在目前有关人—组织匹配的研究中,至少还有以下两方面的不足：一方面,尚未见有研究对人—组织匹配的维度结构进行深入探讨,研究者通常基于自己对人—组织匹配的理解来确定匹配内容及其操作化定义；另一方面,在人—组织匹配所带来的后果方面,虽然员工的工作绩效相比于工作态度是组织更为关心的工作输出结果,但在已有文献中,探讨人—组织匹配和工作绩效间关系的研究数量相比于探讨人—组织匹配和工作态度间关系的研究数量而言,是非常有限的,研究结论之间也存在较大差异。因此,本文针对国内企业员工,研究人—组织匹配感知的维度结构,以及人—组织匹配感知对工作绩效的影响、影响路径和条件,具有重要的理论意义和实践意义。
本研究首先对人—组织匹配的概念进行了界定,认为可以分别从狭义和广义的角度来理解人—组织匹配。狭义的人—组织匹配是指个体与作为整体的组织之问的相容性,而不包括与组织中所包含的其它各单个要素(如组织中的其他某个成员或某一项具体工作等)之间的相容性。在这样的定义下,人—组织匹配不包括人—工作匹配、人—主管匹配、人—群体匹配的内容,它们和人—组织匹配是相对独立的概念。而广义的人—组织匹配是指个体与作为整体的组织以及与组织中所包含的所有其它单个要素之间的相容性。在这样的定义下,人—工作匹配、人—主管匹配、人—群体匹配都被纳入人—组织匹配的范畴。
本文基于狭义的人—组织匹配概念,进行了有关人—组织匹配问题的访谈(N=35),并结合已有研究中有关人—组织匹配维度结构的理论和实证观点,提出了有关人—组织匹配感知维度结构的假设。认为员工可能通过价值观一致性、目标一致性、个性特征一致性、个性特征互补性、需求一供给匹配来形成与组织之间的匹配感知,并编写了人—组织匹配感知的初始条目。随后,邀请学科专家检查了这些初始条目,以保证量表的内容效度,并根据他们的意见对初始条目进行了增删和修改。在保证条目可阅读性和可理解性的基础上,对两个样本进行了问卷调查,这两个样本分别包括242位员工和235位员工。利用在两个样本中进行问卷调查所获得的数据,对我们编制的人—组织匹配感知量表进行了探索性因子分析和验证性因子分析。对该量表的信度检验和效度检验表明其达到了心理测量学的要求。
在人—组织匹配感知对员工工作绩效的影响方面,本文在社会认知理论和影响工作绩效的“能力—意愿—机会”三因素模型框架下,结合其它有关理论和经验常识,提出了相应的理论模型和假设。我们预期,人—组织匹配感知对员工的工作绩效具有积极影响；人—组织匹配感知通过工作投入、工作满意、组织承诺、能力—工作匹配感知和人—主管匹配感知对工作绩效产生影响；知觉组织支持对人—组织匹配感知和工作绩效间关系起到调节作用。然后,基于用于验证性因子分析的第二个样本的数据(N=235),对文中提出的有关人—组织匹配感知和工作绩效之间关系的假设进行了检验。结果表明,文中提出的大多数假设受到了支持,但也有部分假设未获支持。随后,结合有关理论和对管理实践的观察,对研究结果进行了分析和讨论,探讨了本研究结果与已有研究结果之间的异同及其主要原因,以及这些研究结果背后的可能原理。最后,根据研究结果和结论,对企业的人员招聘、新员工上岗引导和社会化、绩效管理等人力资源管理实践提出了若干建议。
本研究的主要结论包括：(1)员工通过价值观一致性、目标一致性、个性特征一致性、个性特征互补性和需求—供给匹配感知,形成整体的人—组织匹配感知；(2)人—组织匹配感知对员工的工作绩效(包括任务绩效和周边绩效)具有较为强烈的正向影响,且对周边绩效的影响要大于对任务绩效的影响；(3)人—组织匹配感知通过工作投入和工作满意等态度变量对员工的工作绩效产生影响,因而,其影响路径是多元化的；(4)较高水平的知觉组织支持有利于增强人—组织匹配感知对任务绩效的影响；(5)人—组织匹配感知对能力—工作匹配感知、人—主管匹配感知具有溢出效应,并共同影响员工的工作绩效。
本研究主要在以下三个方面为人—组织匹配研究做出了理论贡献：(1)提供了有说服力的证据,表明员工与组织的匹配感知在结构上具有多个维度,每一个维度都说明了不同的匹配方面。这为组织和员工个体如何评估和改善双方之间的匹配水平提供了重要参考。(2)证实了员工在感知与组织之间的匹配时,同时追求一致性匹配和互补性匹配,而且,个性特征互补性匹配感知对员工工作绩效的影响大于个性特征一致性匹配感知的影响,这为独特性理论进一步提供了实证支持。(3)证实了人—组织匹配感知对员工工作绩效有显著影响,人—组织匹配感知通过工作投入和工作满意对工作绩效产生影响,以及知觉组织支持对人—组织匹配感知和任务绩效之间的关系起到增强型调节作用。这为探索人—组织匹配感知对员工工作绩效的作用路径和产生影响的边界条件提供了初步的证据。
本研究的主要创新点包括：(1)通过探索性因子分析和验证性因子分析,证实了员工通过价值观一致性、目标一致性、个性特征一致性、个性特征互补性和需求—供给匹配感知形成整体的人—组织匹配感知,从而明晰了人—组织匹配感知的维度结构。(2)证实了中国文化背景下员工的人—组织匹配感知对个体工作绩效具有较强的积极作用,且通过对工作投入和工作满意等中介变量的引入,证实了人—组织匹配感知可以通过多条路径影响工作绩效。(3)通过对知觉组织支持这一调节变量的引入,发现了人—组织匹配感知对员工工作绩效产生影响的一些边界条件。
With the rapid development of science and technology, the organizations have been facing fierce competition in a broad area. The employers began to value those individuals who are mobile within the organization due to the compatibility between the core individual characteristics and the organizational characteristics, since a workforce with a high level of person-organization fit may help the organization respond to the environmental changes quickly and maintain competitive advantage. Meanwhile, human resource has been an essential kind of resource for the organization, and the organization's operation efficiency is determined by the employees'performance to a large extent. As a result, the organizations have been making great efforts to improve the employees' performance by various ways and means. And it has been verified that the employee's person-organization fit perception has positive effects on work attitudes, behaviors and outcomes, which means that the employees'performance can be improved with the improvement of person-organization fit perception. Therefore, it is important for the organization to understand the construct dimensions of person-organization fit perception and the effects of fit perception on the employee's performance.
Person-organization fit can be defined as the compatibility between the employee and the organization that occurs when:(a) at least one entity provides what the other needs, or (b) they have similar or complementary fundamental characteristics, or (c) both (a) and (b). However, research about the construct dimensions of person-organization fit is rare in the existing literatures, and the dimensions and operationalizations of person-organization fit are usually authors-oriented but not verified empirically. In addition, there are fewer studies focusing on the relationship between person-organization fit and employee performance than those focusing on the relationship between person-organization fit and work attitudes, although in practice it is common that the organizations pay more attention to performance than to attitudes. And the conclusions about the relationship between person-organization fit and employee performance have not reached a consensus yet. This paper focuses on the construct dimensions of person-organization fit perception and the effect of person-organization fit perception on employee's performance. It is also discussed about how and in which conditions the person-organization fit perception affects employee's performance.
In this study, firstly, we conceptualize person-organization fit both in narrow sense and in broad sense. Person-organization fit in narrow sense is defined as the compatibility between the individual and the organization as a whole, but not the compatibility between the individual and any other single element of the organization. Under such a definition, person-job fit, person-supervisor fit and person-group fit are not included in the category of person-organization fit. This paper employs the conceptualization of person-organization fit in narrow sense. And person-organization fit in broad sense is defined as the compatibility both between the individual and all the other elements of the organization, and between the individual and the organization as a whole. Under such a definition, person-job fit, person-supervisor fit and person-group fit all fall into the category of person-organization fit.
Secondly, we put forward the hypothesis about the construct dimensions of person-organization fit perception based on the interviews with35employees and the theoretical and empirical views in existing literatures about the construct dimensions of person-organization fit. It is hypothesized that individual may perceive person-organization fit through value congruence, goal congruence, personality congruence, personality complementarity and needs-supplies fit. The initial items about person-organization fit perception are generated, and then are examined by several experts familiar with this topic to help improve the content validity of the scale. According to the feedback of the experts, some of the initial items are deleted or revised, and some new items are added to the scale. The scale is tested to ensure that it is readable and understandable. Then questionnaire survey is implemented in a sample of242employees and another sample of235employees. Exploratory factor analysis and confirmatory factor analysis are conducted based on the empirical data collected through questionnaire survey. The scale that we develop to measure the person-organization fit perception is verified to meet the psychometric standards on reliability and validity.
Finally, based on Social Cognitive Theory, the model of three factors influencing work performance including ability, willingness and opportunity, the other related theories and the experience of common sense in management, we set up a theoretical model and accordingly put forward several hypotheses about how the person-organization fit perception affects the employee's performance. We propose that person-organization fit perception has positive effect on performance; the relationship between person-organization fit perception and performance is mediated by job engagement, job satisfaction, organizational commitment, ability-job fit perception and person-supervisor fit perception; and the relationship between person-organization fit perception and performance is moderated by perceived organization support. The hypotheses are tested and the results indicate that most hypotheses are supported. We discuss about the results with related theories and the common phenomena in management practice. The differences and similarities between the results in this paper and those in existing literatures are analyzed. The causes and rationales for such differences and similarities are also discussed. Based on the results and conclusions, recommendations for human resource management practices such as recruitment and selection, new employee guidance and socialization and performance management are put forward.
The main conclusions of this paper include:(a) The individual perceives person-organization fit through value congruence, goal congruence, personality congruence, personality complementarity and needs-supplies fit.(b) Person-organization fit perception has strong positive effects on employee's performance, and the effect on contextual performance is stronger than that on task performance.(c) Job engagement and job satisfaction mediate the relationship between person-organization fit perception and performance.(d) Perceived organization support moderates the relationship between person-organization fit perception and task performance.(e) Person-organization fit perception has spillover effect on ability-job fit perception and person-supervisor fit perception, and three of them affect performance jointly.
This paper makes contributions to the person-organization fit research as follow:(a) It is verified that there are multiple dimensions for person-organization fit perception, and each dimension represents a unique aspect of person-organization fit perception, which provides implications for the organization and the individual about how to assess and improve the fit level.(b) It is verified that the individual can perceive fit with the organization through both congruence and complementarity. Furthermore, the effect of personality compelmentarity on employee's performance is stronger than that of personality congruence, which provides empirical support for the Uniqueness Theory.(c) It is verified that person-organization fit perception has significant effect on employee's performance, the relationship between person-organization fit perception and performance is mediated by job engagement and job satisfaction, and the relationship between person-organization fit perception and task performance is moderated by perceived organization support. This provides initial evidence for how and in which conditions person-organization fit perception affects the employee's performance.
The main innovations in this paper include:(a) The construct dimensions of person-organization fit perception including value congruence, goal congruence, personality congruence, personality complementarity and needs-supplies fit are clarified by exploratory and confirmatory factor analysis.(b) It is verified that person-organization fit perception has strong positive effect on employee's performance in the context of Chinese culture, and the fit perception may affect performance through multiple mediating variables such as job engagement and job satisfaction.(c) It is revealed that person-organization fit perception will have significant strong effect on the employee's performance when the employee perceives strong support from the organization.
人—组织匹配是指员工和组织之间的相容性。当员工和组织双方中有一方能够提供另一方所需要的东西,或者双方具有相似或互补的基本特征时,就可以认为双方达到了相容。在目前有关人—组织匹配的研究中,至少还有以下两方面的不足：一方面,尚未见有研究对人—组织匹配的维度结构进行深入探讨,研究者通常基于自己对人—组织匹配的理解来确定匹配内容及其操作化定义；另一方面,在人—组织匹配所带来的后果方面,虽然员工的工作绩效相比于工作态度是组织更为关心的工作输出结果,但在已有文献中,探讨人—组织匹配和工作绩效间关系的研究数量相比于探讨人—组织匹配和工作态度间关系的研究数量而言,是非常有限的,研究结论之间也存在较大差异。因此,本文针对国内企业员工,研究人—组织匹配感知的维度结构,以及人—组织匹配感知对工作绩效的影响、影响路径和条件,具有重要的理论意义和实践意义。
本研究首先对人—组织匹配的概念进行了界定,认为可以分别从狭义和广义的角度来理解人—组织匹配。狭义的人—组织匹配是指个体与作为整体的组织之问的相容性,而不包括与组织中所包含的其它各单个要素(如组织中的其他某个成员或某一项具体工作等)之间的相容性。在这样的定义下,人—组织匹配不包括人—工作匹配、人—主管匹配、人—群体匹配的内容,它们和人—组织匹配是相对独立的概念。而广义的人—组织匹配是指个体与作为整体的组织以及与组织中所包含的所有其它单个要素之间的相容性。在这样的定义下,人—工作匹配、人—主管匹配、人—群体匹配都被纳入人—组织匹配的范畴。
本文基于狭义的人—组织匹配概念,进行了有关人—组织匹配问题的访谈(N=35),并结合已有研究中有关人—组织匹配维度结构的理论和实证观点,提出了有关人—组织匹配感知维度结构的假设。认为员工可能通过价值观一致性、目标一致性、个性特征一致性、个性特征互补性、需求一供给匹配来形成与组织之间的匹配感知,并编写了人—组织匹配感知的初始条目。随后,邀请学科专家检查了这些初始条目,以保证量表的内容效度,并根据他们的意见对初始条目进行了增删和修改。在保证条目可阅读性和可理解性的基础上,对两个样本进行了问卷调查,这两个样本分别包括242位员工和235位员工。利用在两个样本中进行问卷调查所获得的数据,对我们编制的人—组织匹配感知量表进行了探索性因子分析和验证性因子分析。对该量表的信度检验和效度检验表明其达到了心理测量学的要求。
在人—组织匹配感知对员工工作绩效的影响方面,本文在社会认知理论和影响工作绩效的“能力—意愿—机会”三因素模型框架下,结合其它有关理论和经验常识,提出了相应的理论模型和假设。我们预期,人—组织匹配感知对员工的工作绩效具有积极影响；人—组织匹配感知通过工作投入、工作满意、组织承诺、能力—工作匹配感知和人—主管匹配感知对工作绩效产生影响；知觉组织支持对人—组织匹配感知和工作绩效间关系起到调节作用。然后,基于用于验证性因子分析的第二个样本的数据(N=235),对文中提出的有关人—组织匹配感知和工作绩效之间关系的假设进行了检验。结果表明,文中提出的大多数假设受到了支持,但也有部分假设未获支持。随后,结合有关理论和对管理实践的观察,对研究结果进行了分析和讨论,探讨了本研究结果与已有研究结果之间的异同及其主要原因,以及这些研究结果背后的可能原理。最后,根据研究结果和结论,对企业的人员招聘、新员工上岗引导和社会化、绩效管理等人力资源管理实践提出了若干建议。
本研究的主要结论包括：(1)员工通过价值观一致性、目标一致性、个性特征一致性、个性特征互补性和需求—供给匹配感知,形成整体的人—组织匹配感知；(2)人—组织匹配感知对员工的工作绩效(包括任务绩效和周边绩效)具有较为强烈的正向影响,且对周边绩效的影响要大于对任务绩效的影响；(3)人—组织匹配感知通过工作投入和工作满意等态度变量对员工的工作绩效产生影响,因而,其影响路径是多元化的；(4)较高水平的知觉组织支持有利于增强人—组织匹配感知对任务绩效的影响；(5)人—组织匹配感知对能力—工作匹配感知、人—主管匹配感知具有溢出效应,并共同影响员工的工作绩效。
本研究主要在以下三个方面为人—组织匹配研究做出了理论贡献：(1)提供了有说服力的证据,表明员工与组织的匹配感知在结构上具有多个维度,每一个维度都说明了不同的匹配方面。这为组织和员工个体如何评估和改善双方之间的匹配水平提供了重要参考。(2)证实了员工在感知与组织之间的匹配时,同时追求一致性匹配和互补性匹配,而且,个性特征互补性匹配感知对员工工作绩效的影响大于个性特征一致性匹配感知的影响,这为独特性理论进一步提供了实证支持。(3)证实了人—组织匹配感知对员工工作绩效有显著影响,人—组织匹配感知通过工作投入和工作满意对工作绩效产生影响,以及知觉组织支持对人—组织匹配感知和任务绩效之间的关系起到增强型调节作用。这为探索人—组织匹配感知对员工工作绩效的作用路径和产生影响的边界条件提供了初步的证据。
本研究的主要创新点包括：(1)通过探索性因子分析和验证性因子分析,证实了员工通过价值观一致性、目标一致性、个性特征一致性、个性特征互补性和需求—供给匹配感知形成整体的人—组织匹配感知,从而明晰了人—组织匹配感知的维度结构。(2)证实了中国文化背景下员工的人—组织匹配感知对个体工作绩效具有较强的积极作用,且通过对工作投入和工作满意等中介变量的引入,证实了人—组织匹配感知可以通过多条路径影响工作绩效。(3)通过对知觉组织支持这一调节变量的引入,发现了人—组织匹配感知对员工工作绩效产生影响的一些边界条件。
With the rapid development of science and technology, the organizations have been facing fierce competition in a broad area. The employers began to value those individuals who are mobile within the organization due to the compatibility between the core individual characteristics and the organizational characteristics, since a workforce with a high level of person-organization fit may help the organization respond to the environmental changes quickly and maintain competitive advantage. Meanwhile, human resource has been an essential kind of resource for the organization, and the organization's operation efficiency is determined by the employees'performance to a large extent. As a result, the organizations have been making great efforts to improve the employees' performance by various ways and means. And it has been verified that the employee's person-organization fit perception has positive effects on work attitudes, behaviors and outcomes, which means that the employees'performance can be improved with the improvement of person-organization fit perception. Therefore, it is important for the organization to understand the construct dimensions of person-organization fit perception and the effects of fit perception on the employee's performance.
Person-organization fit can be defined as the compatibility between the employee and the organization that occurs when:(a) at least one entity provides what the other needs, or (b) they have similar or complementary fundamental characteristics, or (c) both (a) and (b). However, research about the construct dimensions of person-organization fit is rare in the existing literatures, and the dimensions and operationalizations of person-organization fit are usually authors-oriented but not verified empirically. In addition, there are fewer studies focusing on the relationship between person-organization fit and employee performance than those focusing on the relationship between person-organization fit and work attitudes, although in practice it is common that the organizations pay more attention to performance than to attitudes. And the conclusions about the relationship between person-organization fit and employee performance have not reached a consensus yet. This paper focuses on the construct dimensions of person-organization fit perception and the effect of person-organization fit perception on employee's performance. It is also discussed about how and in which conditions the person-organization fit perception affects employee's performance.
In this study, firstly, we conceptualize person-organization fit both in narrow sense and in broad sense. Person-organization fit in narrow sense is defined as the compatibility between the individual and the organization as a whole, but not the compatibility between the individual and any other single element of the organization. Under such a definition, person-job fit, person-supervisor fit and person-group fit are not included in the category of person-organization fit. This paper employs the conceptualization of person-organization fit in narrow sense. And person-organization fit in broad sense is defined as the compatibility both between the individual and all the other elements of the organization, and between the individual and the organization as a whole. Under such a definition, person-job fit, person-supervisor fit and person-group fit all fall into the category of person-organization fit.
Secondly, we put forward the hypothesis about the construct dimensions of person-organization fit perception based on the interviews with35employees and the theoretical and empirical views in existing literatures about the construct dimensions of person-organization fit. It is hypothesized that individual may perceive person-organization fit through value congruence, goal congruence, personality congruence, personality complementarity and needs-supplies fit. The initial items about person-organization fit perception are generated, and then are examined by several experts familiar with this topic to help improve the content validity of the scale. According to the feedback of the experts, some of the initial items are deleted or revised, and some new items are added to the scale. The scale is tested to ensure that it is readable and understandable. Then questionnaire survey is implemented in a sample of242employees and another sample of235employees. Exploratory factor analysis and confirmatory factor analysis are conducted based on the empirical data collected through questionnaire survey. The scale that we develop to measure the person-organization fit perception is verified to meet the psychometric standards on reliability and validity.
Finally, based on Social Cognitive Theory, the model of three factors influencing work performance including ability, willingness and opportunity, the other related theories and the experience of common sense in management, we set up a theoretical model and accordingly put forward several hypotheses about how the person-organization fit perception affects the employee's performance. We propose that person-organization fit perception has positive effect on performance; the relationship between person-organization fit perception and performance is mediated by job engagement, job satisfaction, organizational commitment, ability-job fit perception and person-supervisor fit perception; and the relationship between person-organization fit perception and performance is moderated by perceived organization support. The hypotheses are tested and the results indicate that most hypotheses are supported. We discuss about the results with related theories and the common phenomena in management practice. The differences and similarities between the results in this paper and those in existing literatures are analyzed. The causes and rationales for such differences and similarities are also discussed. Based on the results and conclusions, recommendations for human resource management practices such as recruitment and selection, new employee guidance and socialization and performance management are put forward.
The main conclusions of this paper include:(a) The individual perceives person-organization fit through value congruence, goal congruence, personality congruence, personality complementarity and needs-supplies fit.(b) Person-organization fit perception has strong positive effects on employee's performance, and the effect on contextual performance is stronger than that on task performance.(c) Job engagement and job satisfaction mediate the relationship between person-organization fit perception and performance.(d) Perceived organization support moderates the relationship between person-organization fit perception and task performance.(e) Person-organization fit perception has spillover effect on ability-job fit perception and person-supervisor fit perception, and three of them affect performance jointly.
This paper makes contributions to the person-organization fit research as follow:(a) It is verified that there are multiple dimensions for person-organization fit perception, and each dimension represents a unique aspect of person-organization fit perception, which provides implications for the organization and the individual about how to assess and improve the fit level.(b) It is verified that the individual can perceive fit with the organization through both congruence and complementarity. Furthermore, the effect of personality compelmentarity on employee's performance is stronger than that of personality congruence, which provides empirical support for the Uniqueness Theory.(c) It is verified that person-organization fit perception has significant effect on employee's performance, the relationship between person-organization fit perception and performance is mediated by job engagement and job satisfaction, and the relationship between person-organization fit perception and task performance is moderated by perceived organization support. This provides initial evidence for how and in which conditions person-organization fit perception affects the employee's performance.
The main innovations in this paper include:(a) The construct dimensions of person-organization fit perception including value congruence, goal congruence, personality congruence, personality complementarity and needs-supplies fit are clarified by exploratory and confirmatory factor analysis.(b) It is verified that person-organization fit perception has strong positive effect on employee's performance in the context of Chinese culture, and the fit perception may affect performance through multiple mediating variables such as job engagement and job satisfaction.(c) It is revealed that person-organization fit perception will have significant strong effect on the employee's performance when the employee perceives strong support from the organization.
引文
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