企业员工公平观特征及管理对策研究
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摘要
公平在企业管理中是一个十分重要的问题。加强企业的公平管理,能创造一个和谐的企业环境,同时能增强员工的公平感、增强工作满意度、激发员工的工作积极性。员工公平观是影响和决定企业员工公平认识、评价和行为倾向的内在观念系统。它是稳定的认识和心理倾向,制约着员工对企业管理和行为的公平判断和公平感受,进而对员工的工作行为和业绩产生影响。因此,研究员工公平观对企业人力资源管理有着十分重要的意义。
本文以揭示员工公平观的内容和特征,以及研究员工公平管理措施为主要研究目的。在国内外相关研究文献的基础上,通过文献分析、问卷调查、个别访谈等研究方法,对企业员工公平观进行调查研究。研究对象主要为国有企业和民营企业在职员工,研究内容包括员工的公平认识、公平归因、公平价值认知、公平需要、公平挫折反应、公平措施选择等公平观的主要部分。研究发现:①总体上员工认为企业管理较不公平,不公平的主要原因在于企业制度。②员工普遍看重公平,但在工作中不会首先以是否公平为行为的出发点。员工最看重的是结果的公平性,其次是程序公平性。③员工普遍拥有收入差距大小适宜的分配公平观。④员工遇到不公平时比较赞同采取积极措施重新获得公平,并对组织采取措施改善公平状况具有较高期待。本研究还对员工的公平观进行分类比较分析,揭示了不同性别、不同年龄、不同学历、不同企业性质以及不同工作性质的员工公平观差异,为进一步采取有针对性的管理措施提供了依据。
在详细分析员工公平观差异和员工公平观的影响因素的基础上,本研究提出了加强领导的自身建设、健全企业人力资源管理制度、培育公平和谐的企业文化、有针对性地影响和改变员工的公平认知、有差别地激励员工和建立公平管理的预警机制等六项员工公平观管理措施。
Justice is very important in business administration, for promoting the fairness of business administration can create a harmonious environment of an enterprise, strengthen employee's sense, excite the employee's working enthusiasm, as well as heighten working satisfaction. Employee’s justice value is a conception system that can influence and dicide employees to recognize and evaluate and behavior towards justice. Employee’s justice value exert an influence on employee's understanding and appraisal of enterprise's fairness. Therefore, it is necessary to pay close attention to employee’s justice value and do further investigation to improve enterprise's human resources management.
With the main research purpose of eliciting the contents and characteristics of employee’s justice value as well as its management measures, this thesis took an empirical investigation in enterprises through approaches as the analysis of documents, questionnaire investigation, individual interviews, etc., on the basis of domestic and international relevant research documents. The research objects were mainly on-the-job employees in state-owned enterprises and the enterprises run by the local people, and the contents were divided into six main part, including employee's justice cognition, justice attribution, justice value sense , justice needs , frustration reaction of justice , and the measures of justice. The investigation results show that in general, employees considered business administration was relatively unfair, and the main reason of unfairness lied in enterprise's system factors. The employee generally thought a lot of justice, but would not consider the fair question in the first place at work. What the employees valued most were the result justice, and then the procedure justice. They rifely hold a distribution justice value with reasonable income gaps. The employee relatively agreed to take the positive measure to regain the justice while meeting unfairness, and had higher expectations on the measures taken by organization to improve the justice state. Besides, this research carried on categorized comparative analysis to the employee's justice value, which put forward the different justice value of different sex, ages, academic credentials, enterprise's nature and different working natures. The results had offered basis to organizations to take further pertinent control measures.
Based on the reasons of employee’s justice value difference, and management
本文以揭示员工公平观的内容和特征,以及研究员工公平管理措施为主要研究目的。在国内外相关研究文献的基础上,通过文献分析、问卷调查、个别访谈等研究方法,对企业员工公平观进行调查研究。研究对象主要为国有企业和民营企业在职员工,研究内容包括员工的公平认识、公平归因、公平价值认知、公平需要、公平挫折反应、公平措施选择等公平观的主要部分。研究发现:①总体上员工认为企业管理较不公平,不公平的主要原因在于企业制度。②员工普遍看重公平,但在工作中不会首先以是否公平为行为的出发点。员工最看重的是结果的公平性,其次是程序公平性。③员工普遍拥有收入差距大小适宜的分配公平观。④员工遇到不公平时比较赞同采取积极措施重新获得公平,并对组织采取措施改善公平状况具有较高期待。本研究还对员工的公平观进行分类比较分析,揭示了不同性别、不同年龄、不同学历、不同企业性质以及不同工作性质的员工公平观差异,为进一步采取有针对性的管理措施提供了依据。
在详细分析员工公平观差异和员工公平观的影响因素的基础上,本研究提出了加强领导的自身建设、健全企业人力资源管理制度、培育公平和谐的企业文化、有针对性地影响和改变员工的公平认知、有差别地激励员工和建立公平管理的预警机制等六项员工公平观管理措施。
Justice is very important in business administration, for promoting the fairness of business administration can create a harmonious environment of an enterprise, strengthen employee's sense, excite the employee's working enthusiasm, as well as heighten working satisfaction. Employee’s justice value is a conception system that can influence and dicide employees to recognize and evaluate and behavior towards justice. Employee’s justice value exert an influence on employee's understanding and appraisal of enterprise's fairness. Therefore, it is necessary to pay close attention to employee’s justice value and do further investigation to improve enterprise's human resources management.
With the main research purpose of eliciting the contents and characteristics of employee’s justice value as well as its management measures, this thesis took an empirical investigation in enterprises through approaches as the analysis of documents, questionnaire investigation, individual interviews, etc., on the basis of domestic and international relevant research documents. The research objects were mainly on-the-job employees in state-owned enterprises and the enterprises run by the local people, and the contents were divided into six main part, including employee's justice cognition, justice attribution, justice value sense , justice needs , frustration reaction of justice , and the measures of justice. The investigation results show that in general, employees considered business administration was relatively unfair, and the main reason of unfairness lied in enterprise's system factors. The employee generally thought a lot of justice, but would not consider the fair question in the first place at work. What the employees valued most were the result justice, and then the procedure justice. They rifely hold a distribution justice value with reasonable income gaps. The employee relatively agreed to take the positive measure to regain the justice while meeting unfairness, and had higher expectations on the measures taken by organization to improve the justice state. Besides, this research carried on categorized comparative analysis to the employee's justice value, which put forward the different justice value of different sex, ages, academic credentials, enterprise's nature and different working natures. The results had offered basis to organizations to take further pertinent control measures.
Based on the reasons of employee’s justice value difference, and management
引文
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[34] 余功珏.企业薪酬激励的公平研究.广东工业大学.2003
[35] 王水珍.惩罚公平判断及其责任归因研究华中师范大学.2003
[36] 赵波.国有企业员工分配公平感及管理对策研究 2001
[37] 梁云.公平理论:理论与应用.暨南大学.2002
[38] 赵芬妮.论人力资源管理中的公平问题.西安建筑大学.2003
[39] 丁辉.薪资程序公平与薪资满意度的研究.苏州大学.2003
[40] 王淑红.绩效管理及其对组织公平感的影响.华中师范大学.2003
[41] 赵曙明.中国企业人力资源管理(第三版).南京:南京大学出版社,2000
[42] 张一驰.人力资源管理教程.北京:北京大学出版社,1999
[43] 张德,组织行为学 [M]北京:清华大学出版社.2001
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[45] 范法明.员工公平感与工作积极性.北京市财贸管理干部学院学报.2002 年第2期
[46] 张薇.组织公平感与个性特点研究进展及评述.甘肃社会科学 2004 年第 1 期
[47] 李浩.提升员工公平感.企业管理 2003.6
[48] 董克用,经济体制转轨时期薪酬问题研究,中国人民大学,2002
[49] 李萍.关于国有企业职工的分配公平观的分析及其调控.社会科学研究.1996.2
[50] 李晔,龙立荣.组织公平感研究对人力资源管理的启示.外国经济与管理 2003 年第 2 期
[51] 匡利民.市场经济条件下的公平观及实现公平的途径.益阳师专学报 2002 年第 4 期
[52] 魏明海等.激励中的新公平观.21 世纪经济报道.2004 年
[53] 陶万辉,效率何以是公平的一个标准,武汉理工大学学报(社会科学版)1996,2
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[56] 石牵助.公平感对竞争上岗的影响.厦门特区党校学报.2003 年第 4 期
[57] 孙庆民.论公平理论与按劳分配.湖南师范大学社会科学学报 1996 年第2期
[58] 辛文昉.可持续发展中代内心理不公平分析.河南科技大学学报(社科版) 2003 年第 2 期
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[2] Forgas Joseph P,George Jennifer. Affective Influences on Judgments and Behavior in Organizations: An Information Processing Perspective. Organizational Behavior and Human Decision Processes. 2001, Vol.86, 3-34
[3] Gambill Stanley E., Clark W. Jeff, Wilkes Ronald B.. Toward a holistic model of task design for IS professionals. Information and Management. 2000,Vol.37, 217-228
[4] Hiltrop Jean-Marie. A Framework for Diagnosing Human Resource Management Practices. European Management Journal. 1996,Vol.14, 243-254
[5] Eisenstat Russell A. What corporate human resources brings to the picnic: Four models for functional management. Organizational Dynamics. 1996, Vol.25, 7-22
[6] Connell Michael. Fairly satisfied: Economic equality, wealth and satisfaction, Journal of Economic Psychology,2004,Vol.25, 297-305.
[7] Knouse Stephen, Dansby Mickey. Recent diversity research at the Defense Equal Opportunity Management Institute (DEOMI): 1992–1996. International Journal of Intercultural Relations, 2000, Vol.24, 203-225.
[8] Skarlicki Daniel, Folger Robert. HRMR special issue: fairness and human resources management , Human Resource Management Review, 2003,Vol.13, 1-5
[9] Barkman Ingmar, Lu Yuan. The management of human resources in Chinese-Western joint ventures. Journal of World Business , 1999, Vol.34, 306-324
[10] Correa Hector, Craft James. Input–output analysis for organizational human resources management. Omega, 1999,Vol.27, 87-99
[11] Howard Larry W., Foster S. Thomas. The Influence of Human Resource Practices on Empowerment and Employee Perceptions of Management Commitment to Quality. Journal of Quality Management, 1999,Vol.4, 5-22
[12] Wright Patrick. Introduction: Strategic human resource management research in the 21st century. Human Resource Management Review. 1998, Vol.8, 187-191
[13] Cropanzano R, Greenberg J. Progress in organizational justice:Tunneling through the maze[A]. In cooper, Robertson. Inernational review of industrial and organizational psychology[C].John Wiley&Sons,1997.317-372
[14] May Ruth, Bormann Young Carol, Ledgerwood Donna. Lessons from Russian humanresource management experience. European Management Journal. 1998,Vol.16, 447-459
[15] Lashley Conrad, Taylor Stephen. Hospitality retail operations types and styles in the management of human resources. Journal of Retailing and Consumer Services. 1998, Vol.5, 153-165
[16] Guerrier Yvonne, Deery Margaret. Research in hospitality human resource management and organizational behaviour. International Journal of Hospitality Management. 1998, Vol.17. 145-160
[17] Yammarino Francis J, Atwater Leanne. Do managers see themselves as other see them? Implications of self-other rating agreement for human resources management .Organizational Dynamics. 1997, Vo.25, 35-44
[18] Hiltrop, Jean-Marie. The Impact of Human Resource Management on Organisational Performance: Theory and Research. European Management Journal. 1996, Vol.14, 628-637
[19] (美)丹尼尔·奎因·米尔斯.劳工关系.北京:机械工业出版社.2000 年中译本
[20] (美)艾尔·巴比著. 社会研究方法.华夏出版社. 2000
[21] (美)劳伦斯·S·克雷曼.人力资源管理---获取竞争优势的工具.北京:机械工业出版社,1999
[22] 斯蒂芬·P·罗宾斯著,李建敏等译,组织行为学.中国人民大学出版社、Prentice hall 出版公司,1997 年出版
[23] 张明正等主编.管理心理学理论与方法.北京:中央民族大学出版社.1997 年中译本
[24] 理查德. C·休士曼,约翰 D·哈特菲尔德.管理与运用公平因素.北京:北京经济学院出版社. 1989 年中译本
[25] 郑晓明编著.现代企业人力资源管理.北京:机械工业出版社.2002
[26] 徐亚宁等主编.利维特管理学原理。四川:四川人民出版社.2000
[27] 王垒编著.组织管理心理学.北京:北京大学出版社.1994
[28] 王极盛. 人事管理心理学.辽宁:辽宁人民出版社.1987
[29] 俞文钊.管理心理学.甘肃:甘肃人民出版社.1985
[30] 徐菊芬等编著.现代人事心理学.北京:中国经济出版社.1988
[31] 苏东水.管理心理学.上海:复旦大学出版社.2002
[32] 圣丁.哈佛商学院 MBA 教程。经济日报出版社,1997
[33] 刘亚.组织公平感的结构及其与组织效果变量的关系.华中师范大学.2002
[34] 余功珏.企业薪酬激励的公平研究.广东工业大学.2003
[35] 王水珍.惩罚公平判断及其责任归因研究华中师范大学.2003
[36] 赵波.国有企业员工分配公平感及管理对策研究 2001
[37] 梁云.公平理论:理论与应用.暨南大学.2002
[38] 赵芬妮.论人力资源管理中的公平问题.西安建筑大学.2003
[39] 丁辉.薪资程序公平与薪资满意度的研究.苏州大学.2003
[40] 王淑红.绩效管理及其对组织公平感的影响.华中师范大学.2003
[41] 赵曙明.中国企业人力资源管理(第三版).南京:南京大学出版社,2000
[42] 张一驰.人力资源管理教程.北京:北京大学出版社,1999
[43] 张德,组织行为学 [M]北京:清华大学出版社.2001
[44] 翁定军.公平与公平感的社会心理分析.上海大学学报(社会科学版)1999 年第 2 期
[45] 范法明.员工公平感与工作积极性.北京市财贸管理干部学院学报.2002 年第2期
[46] 张薇.组织公平感与个性特点研究进展及评述.甘肃社会科学 2004 年第 1 期
[47] 李浩.提升员工公平感.企业管理 2003.6
[48] 董克用,经济体制转轨时期薪酬问题研究,中国人民大学,2002
[49] 李萍.关于国有企业职工的分配公平观的分析及其调控.社会科学研究.1996.2
[50] 李晔,龙立荣.组织公平感研究对人力资源管理的启示.外国经济与管理 2003 年第 2 期
[51] 匡利民.市场经济条件下的公平观及实现公平的途径.益阳师专学报 2002 年第 4 期
[52] 魏明海等.激励中的新公平观.21 世纪经济报道.2004 年
[53] 陶万辉,效率何以是公平的一个标准,武汉理工大学学报(社会科学版)1996,2
[54] 胡文.企业家的价值观与价值矛盾心理.江西社会科学 1994 年第 6 期
[55] 史瑞杰.公平的内在矛盾探析.天津商学院学报 2003 年第 2 期
[56] 石牵助.公平感对竞争上岗的影响.厦门特区党校学报.2003 年第 4 期
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