个人—组织契合与反生产行为的关系研究
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摘要
本文关注的是绩效问题。反生产行为是一种员工绩效，其普遍存在组织中并对组织带来很大危害。如何减少反生产行为颇具理论和现实意义。为了探索有效答案，研究了个人-组织契合与反生产行为的关系。
基于基础理论、管理实践及文献研究，构建了理论模型，包括三种效应和六项假设。主效应包含的假设有：个人-组织契合对员工敬业度存在正向影响；个人-组织契合对反生产行为存在负向影响；员工敬业度对反生产行为存在负向影响。中介效应包含：个人-组织契合与员工敬业度之间的关系部分会被情感承诺所中介；个人-组织契合与反生产行为之间的关系部分会被员工敬业度所中介。调节效应的假设为：心理控制源会调节个人-组织契合与员工敬业度之间的关系。
为避免同源误差，采取了配对样本设计。来自一家大型企业14个分支的1152对样本数据对模型进行了实证检验，除员工敬业度为完全而非部分中介外，假设均得到支持。员工敬业度作为完全中介是一项有趣的发现，这表明，要有效影响负向行为，必须经过正向因素的中介，在个人-组织契合与反生产行为的关系中，员工敬业度正是必不可少的正向因素。在此基础上，获得三点结论。第一，反生产行为能够通过个人-组织契合解决。第二，员工敬业度是个人-组织契合与反生产行为的完全中介变量，情感承诺是个人-组织契合与员工敬业度的部分中介变量。第三，心理控制源是个人-组织契合与员工敬业度的调节变量。
研究基于前人进行，又有所创新。第一，个人-组织契合与反生产行为都有过分别研究，但二者关系尚未被研究，本文对此进行系统研究，发展了二者关系的理论研究。第二，通常认为个人-组织契合可以直接作用于员工绩效，本研究的新发现是，对于负向绩效而言，必须要有正向因素做中介。第三，通常认为个人-组织契合越高绩效越好，本研究的新发现是，的确契合越高绩效越好，但不必要要求所有人的契合都很高，针对外控者，契合程度必须很高，针对内控者，契合程度可以适当放低。本文可以带来四点管理启示。第一，反生产行为虽然是反生产力的，但个人-组织契合却可以改善这一问题。第二，价值观并非难以复制的竞争力，真正难以复制的是让所有员工都具备组织价值观，即个人-组织契合。第三，启示给管理者如何做到个人-组织契合。第四，根据心理控制源的差异进行权变管理。
This paper focuses on the problem of performance. CWB is a kind of employeeperformance, which exists widely in the organization and hurts the organization seriously. It isimportant to know how to solve it in both theory and practice. In search of the right answer,the relationship between P-O Fit and CWB is studied in this paper.
Research model are constructed by basic theories, practice of management and literature.It is composed of three effects with six hypotheses. Main effect contains three hypotheses,P-O Fit has a positive impact on employee engagement, Fit has a negative impact on CWB,and engagement has a negative impact on CWB. Mediating effect contains two hypotheses,affective commitment mediates partly the relationship between Fit and engagement,engagement mediates partly the relationship between Fit and CWB. Moderating effect refersto the hypothesis that LOC moderates the relationship between Fit and engagement.
Paired sample is designed to avoid common variance. Empirical study is based on1152samples from a big company with14branches. All the hypotheses are supported except thatengagement is a full mediator rather than partial mediator. Such finding means that a positivefactor is vital to solve negative performance. It is engagement that plays such positive role.Then three points are concluded. First, CWB can be solved by P-O Fit. Second, engagementis a full mediator between Fit and CWB, whereas LOC is a partial mediator between Fit andengagement. Third, LOC is a moderator between Fit and engagement.
This paper is based on predecessor’s works, it has innovation as well. First, even if Fitand CWB have been studied in the past, but their relationship is still a research gap, which isfocused in this paper; it might contribute to the theory of their relationship. Second, it isbelieved that P-O Fit can impact performance directly; new finding is that it is not necessarilythe case, as to negative performance; a positive factor must be involved. Third, it is believedthat the higher the Fit, the better the Performance, new finding is that even if this principle istrue, it is not necessarily to demand too high fit for everyone, external person must fit theorganization very well, while the fit level between internal person and organization can belower to some extent. There are four implications for management. First, CWB iscounterproductive, but P-O Fit can contribute to the productivity. Second, it is P-O Fit ratherthan Values itself that is really difficult to replicate. Third, this research shows managers howto achieve P-O Fit. Fourth, managers can practice contingency management by LOC.
基于基础理论、管理实践及文献研究，构建了理论模型，包括三种效应和六项假设。主效应包含的假设有：个人-组织契合对员工敬业度存在正向影响；个人-组织契合对反生产行为存在负向影响；员工敬业度对反生产行为存在负向影响。中介效应包含：个人-组织契合与员工敬业度之间的关系部分会被情感承诺所中介；个人-组织契合与反生产行为之间的关系部分会被员工敬业度所中介。调节效应的假设为：心理控制源会调节个人-组织契合与员工敬业度之间的关系。
为避免同源误差，采取了配对样本设计。来自一家大型企业14个分支的1152对样本数据对模型进行了实证检验，除员工敬业度为完全而非部分中介外，假设均得到支持。员工敬业度作为完全中介是一项有趣的发现，这表明，要有效影响负向行为，必须经过正向因素的中介，在个人-组织契合与反生产行为的关系中，员工敬业度正是必不可少的正向因素。在此基础上，获得三点结论。第一，反生产行为能够通过个人-组织契合解决。第二，员工敬业度是个人-组织契合与反生产行为的完全中介变量，情感承诺是个人-组织契合与员工敬业度的部分中介变量。第三，心理控制源是个人-组织契合与员工敬业度的调节变量。
研究基于前人进行，又有所创新。第一，个人-组织契合与反生产行为都有过分别研究，但二者关系尚未被研究，本文对此进行系统研究，发展了二者关系的理论研究。第二，通常认为个人-组织契合可以直接作用于员工绩效，本研究的新发现是，对于负向绩效而言，必须要有正向因素做中介。第三，通常认为个人-组织契合越高绩效越好，本研究的新发现是，的确契合越高绩效越好，但不必要要求所有人的契合都很高，针对外控者，契合程度必须很高，针对内控者，契合程度可以适当放低。本文可以带来四点管理启示。第一，反生产行为虽然是反生产力的，但个人-组织契合却可以改善这一问题。第二，价值观并非难以复制的竞争力，真正难以复制的是让所有员工都具备组织价值观，即个人-组织契合。第三，启示给管理者如何做到个人-组织契合。第四，根据心理控制源的差异进行权变管理。
This paper focuses on the problem of performance. CWB is a kind of employeeperformance, which exists widely in the organization and hurts the organization seriously. It isimportant to know how to solve it in both theory and practice. In search of the right answer,the relationship between P-O Fit and CWB is studied in this paper.
Research model are constructed by basic theories, practice of management and literature.It is composed of three effects with six hypotheses. Main effect contains three hypotheses,P-O Fit has a positive impact on employee engagement, Fit has a negative impact on CWB,and engagement has a negative impact on CWB. Mediating effect contains two hypotheses,affective commitment mediates partly the relationship between Fit and engagement,engagement mediates partly the relationship between Fit and CWB. Moderating effect refersto the hypothesis that LOC moderates the relationship between Fit and engagement.
Paired sample is designed to avoid common variance. Empirical study is based on1152samples from a big company with14branches. All the hypotheses are supported except thatengagement is a full mediator rather than partial mediator. Such finding means that a positivefactor is vital to solve negative performance. It is engagement that plays such positive role.Then three points are concluded. First, CWB can be solved by P-O Fit. Second, engagementis a full mediator between Fit and CWB, whereas LOC is a partial mediator between Fit andengagement. Third, LOC is a moderator between Fit and engagement.
This paper is based on predecessor’s works, it has innovation as well. First, even if Fitand CWB have been studied in the past, but their relationship is still a research gap, which isfocused in this paper; it might contribute to the theory of their relationship. Second, it isbelieved that P-O Fit can impact performance directly; new finding is that it is not necessarilythe case, as to negative performance; a positive factor must be involved. Third, it is believedthat the higher the Fit, the better the Performance, new finding is that even if this principle istrue, it is not necessarily to demand too high fit for everyone, external person must fit theorganization very well, while the fit level between internal person and organization can belower to some extent. There are four implications for management. First, CWB iscounterproductive, but P-O Fit can contribute to the productivity. Second, it is P-O Fit ratherthan Values itself that is really difficult to replicate. Third, this research shows managers howto achieve P-O Fit. Fourth, managers can practice contingency management by LOC.
引文
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