对京、沪、穗三地外资企业员工组织承诺的研究
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摘要
21世纪的管理是以人为中心的管理，处理组织与员工的关系已成为管理的核心内容。因此，对于企业来讲，如何留住核心人才，增强员工对组织的承诺，从而提高组织的绩效，成为人力资源管理的主要内容之一。而组织承诺对于预测员工的离职意向，提高员工的工作满意度，从而改善组织与员工的关系都具有良好的效果。国内学者凌文辁等对中国国有企业员工的组织承诺进行了实证研究，但目前国内对外资企业员工组织承诺的实证研究并不多见，本文在充分查阅文献资料的基础上，结合实际调查，对京、沪、穗外资企业员工的组织承诺状况进行了初步探讨与研究。
本文在对国内外关于组织承诺问题研究的有关中英文文献进行回顾与评价的基础上，指出了有待进一步研究的问题，确定了本文的研究思路，提出了论文的基本假设，进而采用调查问卷的形式对京、沪、穗外资企业员工组织承诺问题进行实证研究。研究结果表明：1．京、沪、穗外资企业员工组织承诺结构包含5个因子：规范承诺、理想承诺、经济承诺、感情承诺和机会承诺；2．京、沪、穗三个地区外资企业员工在组织承诺的5个因子项及总体承诺水平上没有显著差异。但北京地区外资企业员工组织承诺总体水平最高，上海地区次之，广州地区最低。3．京、沪、穗三个地区中不同管理模式的外资组织承诺水平也有所不同。其中欧美企业中员工的组织承诺水平显著高于日资企业。4．同一地区不同管理模式的外资企业组织承诺水平也有所不同。其中欧美企业员工的组织水平高于日资水平，但并没有显著区别。5．性别对承诺水平没有显著影响。但总体上来讲，男性的组织承诺水平要稍高于女性。
最后根据对京、沪、穗三地外资企业员工组织承诺问题的研究结果，结合外资企业的人力资源管理特点及实践，提出以下政策建议。1．在中国大陆地区投资的日资企业要用发展的、与时俱进的观点来进行自己的人力资源管理工作。不要只是一味的把日本本国的那些成套的管理理念、工作方法生搬硬套到与日本国情完全不相同的中国大陆地区的日资企业上。要尝试从社会文化和组织文化角度来适当调整自己的人力资源管理及其它管理工作。2．广州地区的各类外资企业要根据地域的特点，审时度势的制定自己的人力资源管理政策，以达到较为理想的管理效果，从而缩短与北京、上海地区外资在人力资源管理上的差距。3．研究结论5表明，目前京、沪、穗三个地区外资企业员工中男性的组织承诺水平略高于女性，这与国外的研究结果相背离。中国是世界上人口最多的国家，目前劳动力供给绝对大于劳动力需求，且由于中国有关就业歧视的法律法规还不健全，因此实际劳动力市场中女性遭受到很大程度的歧视，这种歧视行为不仅是违法的，也是违反人道主义精神。因此中国相关部门、各级地方政府应该积极去消除这种事实上的歧视，同时全球化脚步最快外资企业，也应承担起自己的社会责任，把反就业歧视应用到自己实际工作中。
Organizational commitment(OC)is very important in the research of theorganizational psycology, and is closely connected with the human resourcemanagement, such as job satisfaction、tendency of the retention and jobperformances. Based on the Professor Ling' study of Chinese Employee'sOrganizational Commitment, this paper conducted a research of employeesorganizational commitment who worked in the forgein companies in Beijing、Shanghai and Guangzhou by means of questionnaire.
The research shows the following results:1. The structure of Chineseemployees organizational commitment in forgein companies includes fivefactors:Normative Commitment, Ideal Commitment, Economic Commitment, AffectiveCommitment and Opportunity Commitment;2. There is no significant difference offive factors and the overall level of Organizational commitment in the foreigncompanies which located in Beijing、Shanghai and Guangzhou city. Employees inBeijing showed the highest overall level of organizational commitment, and theemployees in Guangzhou shows the lowest level;3, rhere is a significantdifference among different management-model foreign companies, and the overalllevel of organizational commitment in America and Europe companies are higherthan companies invested by Japan;4. There is no signicant difference in differentmanagement-model foreign companies in the same city;5.1n this study, gender doesnot affect commitment, but male has higher overall level of organizationalcommitment than female;
Finally, this paper puts forward the following suggestions according to theconclusion of this study, 1. the companies invested by Japan in china should changeand modify their Human resource management according to the situation of china. 2.the government of china should set up some related measures to avoid the sexdiscrimination.
本文在对国内外关于组织承诺问题研究的有关中英文文献进行回顾与评价的基础上，指出了有待进一步研究的问题，确定了本文的研究思路，提出了论文的基本假设，进而采用调查问卷的形式对京、沪、穗外资企业员工组织承诺问题进行实证研究。研究结果表明：1．京、沪、穗外资企业员工组织承诺结构包含5个因子：规范承诺、理想承诺、经济承诺、感情承诺和机会承诺；2．京、沪、穗三个地区外资企业员工在组织承诺的5个因子项及总体承诺水平上没有显著差异。但北京地区外资企业员工组织承诺总体水平最高，上海地区次之，广州地区最低。3．京、沪、穗三个地区中不同管理模式的外资组织承诺水平也有所不同。其中欧美企业中员工的组织承诺水平显著高于日资企业。4．同一地区不同管理模式的外资企业组织承诺水平也有所不同。其中欧美企业员工的组织水平高于日资水平，但并没有显著区别。5．性别对承诺水平没有显著影响。但总体上来讲，男性的组织承诺水平要稍高于女性。
最后根据对京、沪、穗三地外资企业员工组织承诺问题的研究结果，结合外资企业的人力资源管理特点及实践，提出以下政策建议。1．在中国大陆地区投资的日资企业要用发展的、与时俱进的观点来进行自己的人力资源管理工作。不要只是一味的把日本本国的那些成套的管理理念、工作方法生搬硬套到与日本国情完全不相同的中国大陆地区的日资企业上。要尝试从社会文化和组织文化角度来适当调整自己的人力资源管理及其它管理工作。2．广州地区的各类外资企业要根据地域的特点，审时度势的制定自己的人力资源管理政策，以达到较为理想的管理效果，从而缩短与北京、上海地区外资在人力资源管理上的差距。3．研究结论5表明，目前京、沪、穗三个地区外资企业员工中男性的组织承诺水平略高于女性，这与国外的研究结果相背离。中国是世界上人口最多的国家，目前劳动力供给绝对大于劳动力需求，且由于中国有关就业歧视的法律法规还不健全，因此实际劳动力市场中女性遭受到很大程度的歧视，这种歧视行为不仅是违法的，也是违反人道主义精神。因此中国相关部门、各级地方政府应该积极去消除这种事实上的歧视，同时全球化脚步最快外资企业，也应承担起自己的社会责任，把反就业歧视应用到自己实际工作中。
Organizational commitment(OC)is very important in the research of theorganizational psycology, and is closely connected with the human resourcemanagement, such as job satisfaction、tendency of the retention and jobperformances. Based on the Professor Ling' study of Chinese Employee'sOrganizational Commitment, this paper conducted a research of employeesorganizational commitment who worked in the forgein companies in Beijing、Shanghai and Guangzhou by means of questionnaire.
The research shows the following results:1. The structure of Chineseemployees organizational commitment in forgein companies includes fivefactors:Normative Commitment, Ideal Commitment, Economic Commitment, AffectiveCommitment and Opportunity Commitment;2. There is no significant difference offive factors and the overall level of Organizational commitment in the foreigncompanies which located in Beijing、Shanghai and Guangzhou city. Employees inBeijing showed the highest overall level of organizational commitment, and theemployees in Guangzhou shows the lowest level;3, rhere is a significantdifference among different management-model foreign companies, and the overalllevel of organizational commitment in America and Europe companies are higherthan companies invested by Japan;4. There is no signicant difference in differentmanagement-model foreign companies in the same city;5.1n this study, gender doesnot affect commitment, but male has higher overall level of organizationalcommitment than female;
Finally, this paper puts forward the following suggestions according to theconclusion of this study, 1. the companies invested by Japan in china should changeand modify their Human resource management according to the situation of china. 2.the government of china should set up some related measures to avoid the sexdiscrimination.
引文
[1] Allen. N.J.,Meyer. J.P. Organizational commitment:evidence of career stage effects. Journalof Business Rearch, 1993,26:49-61.
[2] Allen. N.J.,Meyer. J.P. Testing the "side-bet theory" of organizational Commitment:some methodological consideration, Journal of Applied Psychology, 1984,69:372-378.
[3] Allen. N.J.,Meyer. J.P.A longitudinal analysis of the early development And consequences of organizational commitment. Canadian Journal of Behavioural Science,1987,19:199-215.
[4] Allen. N.J.,Meyer. J.P. Commitment to organization and occupations:Exten Sion and tests of a three component conceptualization. Journal of Applied Psychology, 1993,78:538-551.
[5] Allen. N.J.,Meyer. J.P. Affective, continuance and normative commitment to the organization:An examination of construct validity. Journal of Vocational Behavior, 1996,72:252-276.
[6] Allen. N.J.,Meyer. J.P. The three-component model of organizational Commitment:An application to South Korea. Applied Psychology:An International Review,2001,50:596-614.
[7] Allen. N.J.,Meyer. J.P. The Measurment and Antecedents of Affective, Continuance and Normative Commitment to the Organization.Journal of Occupationa Psychology. 1990,63:1-18.
[8] Allen.N.J.,Meyer. J.P. An Assessment of Meyer and Allen's Three-Component Model of Organizational Commitment and Turnover Intentions.Journal of Vocational Behavior, 1997, 51:319-337.
[9] Angela. I. Karrasch. Antecedents and Consequence of Organizational Commitment. Military Psychology, 2003,15(3):225-236.
[10] Becker. D.W. Notes on the concept of commitment. American Journal of Sociology, 1960,66:32-40.
[11] Buchanan. B. Building organizational commitment:The socialization of managers in work organizations. Administravie Science Quarterly, 1974,19:533-546.
[12] David F. Caldwell., Jennifer A. Chatman., Charles A. O' Reilly. Building Organizational commitment: A multiform study. Journal of Occupational Psychology, 1990, 63: 245-261.
[13] Eisenberger. R.,Huntington. R.,Hutchison. S. Sowa. D. Perceived organizational support, Journal of Applied Psychology, 1986,71:500-507.
[14] Eisenberger. R., Ameli. S., Rexwinkel. B.,Lynch. P. D., Rhoades. L. Reciprocation of perceived organizational support. Journal of Applied Psychology, 2001,86:42-51.
[15] Geoffrey N. Abbott., Fiona A. White., Margaret A. Charles. Linking values and Organizational commitment: A correlational and experimental investigation in Two organizations. Journal of Occupational and Organizational Psychology, 2005,78:531-551.
[16] Hutchison. S. Percived organizational support: Further evidence of construct Validity. Educational and Psychology Measurment, 1997,57:1025-1034.
[17] J. Kline Harrison., Russell Hubbard. Antecedents to Organizational Commitment Amgng Mexican Employees of a U.S. Firm in Mexico. Journal of School Psychology, 1998,138(5): 609-623.
[18] Kottke. J. L.,Sharafinski. C.E. Measuring perceived supervisory and organizational support. Educational and Psychological Measurement, 1988,48:1075-1079.
[19] Kanter. R.M. Some effects of proportions on group life:Skewed sex ratios and responses to ken women. American Journal of Sociology, 1977,82:965-990.
[20] Ling. W.,Zhang. Z.,Fang. L.A Study of the Organizational Commitment of Chinese Employees. Social Sciences in China, 2001,2:90-102.
[21] Mathieu. J.,Zajac. D.A Review and meta-analysis of the antecedents. Correlated, and cosequences of organizational commitment. Psychology Bulletin 1990,108:171-194.
[22] Mowday. R. T.,Porter. L.W.,Steers. R. Organizationa] Linkages: The Psychology of Committment, Abesenteeism and Turnover. New York:Academic Press, 1982.
[23] Nata]ie J. Allen. Examing organizational commitment in china. Journal of Vocational Behavior, 2003, 62:511-515.
[24] Viswesvaran. C.,Sanchez. J.I.,Fisher. J. The role of social support in the process of work stress Ameta-analysis. Journal of Vocational Behavior, 1999,54:314-324.
[25] O' Reilly. C. A., Chatman. J. A. Organizational commitment and psychological attachment: The effects of compliance, identification and internalization on prosocial behavior. Journal of Applied Psychology, 1986,71:492-499.
[26] Randall. D.M. Cross-cultural research on organizational commitment: A review and application of Hofstede's value survey module. Journal of Business Research, 1993,26:91-110.
[27] Reichers. A. A review and reconceptualization of organizational commitment.. Academy of Management Review, 1985,10:465-476.
[28] Shore. L.M.,Tetrick. L.E.A construct validity study of the survey of perceived organizational support. Journal of Applied Journal of Vocational Behavior, 1999, 54:314-324.
[29] Setton. R.P.,Bennett. N.,Liden. R.C. Social exchange in organizations Perceived organizational support leader-member exchange, and employee reciprocity. Journal of Applied Psychology, 1996, 81:219-227.
[30] Steers. R. M. Antecedents and consequences of organizational commitment. Administrative Science Quarterly, 1977,22:46-56.
[31] Wayne. S. J., Shore. L. M., Liden. R. C. Perceived organizational support and leader-member exchange: A social exchange perspective. Academy of Management Journal, 1997,40:82-111.
[32] Wiener. Y. Commitment in Organization: A Normative view. Academy of Management Review, 1982, 7: 418-428.
[33] 陈霞，段兴民．组织承诺研究评述．科学与科学技术管理，2003，7(3)：23-26．
[34] 崔勋．员工个人特性对组织承诺与离职意愿的影响研究．南开管理评论，2003，4(3)：12-16．
[35] 崔勋，安锺锡．我国员工工作价值观的调查研究：韩国在华投资企业的劳动文化与适应．高丽大学劳动问题研究所，2002，6(4)：20-25．
[36] 韩翼，廖建桥．企业雇员组织承诺周期模型研究．南开管理评论，2004，8(5)：39-47．
[37] 胡卫鹏，时勘．组织承诺研究的进展与展望．心理科学进展，2004，12(1)：103-110．
[38] 乐国安，尹虹艳，王晓庄．组织承诺研究综述．应用心理学，2006，12(1)，84-91．
[39] 凌文辁，张治灿，方俐洛．中国职工组织承诺的结构模型研究．管理科学学报，2000，(2)：76-81．
[40] 凌文辁，张治灿，方俐洛．影响组织承诺的因素探讨．心理学报，2001，33(3)259-263．
[41] 刘小平．组织承诺影响因素比较研究．管理科学，2003，16(4)：7-12．
[42] 刘小平，王重鸣．中西方文化背景下的组织承诺及其形成．外国经济与管理，2002，24(1)：17-22。
[43] 刘小平，王重鸣，Brigitte Charle-Pauvers．组织承诺影响因素的模拟实验研究．中国管理科学，2002，10(6)：97-100．
[44] 刘小平，王重鸣．组织承诺及其形成过程研究．南开管理评论，2001，4(6)：58-62．
[45] 马海龙，张堃．组织承诺研究评述与展望．天津商学院学报，2004，24(6)：25-29．
[46] 苏方国，赵曙明．组织承诺、组织公民行为与离职倾向关系研究．科学与科学技术管理，2005，8：111-116．
[47] 谭晟．珠江三角洲及长沙地区员工组织承诺探讨．广州广播电视大学学报，2002，4：48-51．
[48] 田满红，张建卫，刘曼丽．组织承诺研究及其对我国企业管理实践的启示．北京理工大学学报，2005，7(6)：42-45．
[49] 张勉，张德，王颖．企业雇员组织承诺三因素模型实证研究．南开管理评论，2002，5(5)：70-75
[2] Allen. N.J.,Meyer. J.P. Testing the "side-bet theory" of organizational Commitment:some methodological consideration, Journal of Applied Psychology, 1984,69:372-378.
[3] Allen. N.J.,Meyer. J.P.A longitudinal analysis of the early development And consequences of organizational commitment. Canadian Journal of Behavioural Science,1987,19:199-215.
[4] Allen. N.J.,Meyer. J.P. Commitment to organization and occupations:Exten Sion and tests of a three component conceptualization. Journal of Applied Psychology, 1993,78:538-551.
[5] Allen. N.J.,Meyer. J.P. Affective, continuance and normative commitment to the organization:An examination of construct validity. Journal of Vocational Behavior, 1996,72:252-276.
[6] Allen. N.J.,Meyer. J.P. The three-component model of organizational Commitment:An application to South Korea. Applied Psychology:An International Review,2001,50:596-614.
[7] Allen. N.J.,Meyer. J.P. The Measurment and Antecedents of Affective, Continuance and Normative Commitment to the Organization.Journal of Occupationa Psychology. 1990,63:1-18.
[8] Allen.N.J.,Meyer. J.P. An Assessment of Meyer and Allen's Three-Component Model of Organizational Commitment and Turnover Intentions.Journal of Vocational Behavior, 1997, 51:319-337.
[9] Angela. I. Karrasch. Antecedents and Consequence of Organizational Commitment. Military Psychology, 2003,15(3):225-236.
[10] Becker. D.W. Notes on the concept of commitment. American Journal of Sociology, 1960,66:32-40.
[11] Buchanan. B. Building organizational commitment:The socialization of managers in work organizations. Administravie Science Quarterly, 1974,19:533-546.
[12] David F. Caldwell., Jennifer A. Chatman., Charles A. O' Reilly. Building Organizational commitment: A multiform study. Journal of Occupational Psychology, 1990, 63: 245-261.
[13] Eisenberger. R.,Huntington. R.,Hutchison. S. Sowa. D. Perceived organizational support, Journal of Applied Psychology, 1986,71:500-507.
[14] Eisenberger. R., Ameli. S., Rexwinkel. B.,Lynch. P. D., Rhoades. L. Reciprocation of perceived organizational support. Journal of Applied Psychology, 2001,86:42-51.
[15] Geoffrey N. Abbott., Fiona A. White., Margaret A. Charles. Linking values and Organizational commitment: A correlational and experimental investigation in Two organizations. Journal of Occupational and Organizational Psychology, 2005,78:531-551.
[16] Hutchison. S. Percived organizational support: Further evidence of construct Validity. Educational and Psychology Measurment, 1997,57:1025-1034.
[17] J. Kline Harrison., Russell Hubbard. Antecedents to Organizational Commitment Amgng Mexican Employees of a U.S. Firm in Mexico. Journal of School Psychology, 1998,138(5): 609-623.
[18] Kottke. J. L.,Sharafinski. C.E. Measuring perceived supervisory and organizational support. Educational and Psychological Measurement, 1988,48:1075-1079.
[19] Kanter. R.M. Some effects of proportions on group life:Skewed sex ratios and responses to ken women. American Journal of Sociology, 1977,82:965-990.
[20] Ling. W.,Zhang. Z.,Fang. L.A Study of the Organizational Commitment of Chinese Employees. Social Sciences in China, 2001,2:90-102.
[21] Mathieu. J.,Zajac. D.A Review and meta-analysis of the antecedents. Correlated, and cosequences of organizational commitment. Psychology Bulletin 1990,108:171-194.
[22] Mowday. R. T.,Porter. L.W.,Steers. R. Organizationa] Linkages: The Psychology of Committment, Abesenteeism and Turnover. New York:Academic Press, 1982.
[23] Nata]ie J. Allen. Examing organizational commitment in china. Journal of Vocational Behavior, 2003, 62:511-515.
[24] Viswesvaran. C.,Sanchez. J.I.,Fisher. J. The role of social support in the process of work stress Ameta-analysis. Journal of Vocational Behavior, 1999,54:314-324.
[25] O' Reilly. C. A., Chatman. J. A. Organizational commitment and psychological attachment: The effects of compliance, identification and internalization on prosocial behavior. Journal of Applied Psychology, 1986,71:492-499.
[26] Randall. D.M. Cross-cultural research on organizational commitment: A review and application of Hofstede's value survey module. Journal of Business Research, 1993,26:91-110.
[27] Reichers. A. A review and reconceptualization of organizational commitment.. Academy of Management Review, 1985,10:465-476.
[28] Shore. L.M.,Tetrick. L.E.A construct validity study of the survey of perceived organizational support. Journal of Applied Journal of Vocational Behavior, 1999, 54:314-324.
[29] Setton. R.P.,Bennett. N.,Liden. R.C. Social exchange in organizations Perceived organizational support leader-member exchange, and employee reciprocity. Journal of Applied Psychology, 1996, 81:219-227.
[30] Steers. R. M. Antecedents and consequences of organizational commitment. Administrative Science Quarterly, 1977,22:46-56.
[31] Wayne. S. J., Shore. L. M., Liden. R. C. Perceived organizational support and leader-member exchange: A social exchange perspective. Academy of Management Journal, 1997,40:82-111.
[32] Wiener. Y. Commitment in Organization: A Normative view. Academy of Management Review, 1982, 7: 418-428.
[33] 陈霞，段兴民．组织承诺研究评述．科学与科学技术管理，2003，7(3)：23-26．
[34] 崔勋．员工个人特性对组织承诺与离职意愿的影响研究．南开管理评论，2003，4(3)：12-16．
[35] 崔勋，安锺锡．我国员工工作价值观的调查研究：韩国在华投资企业的劳动文化与适应．高丽大学劳动问题研究所，2002，6(4)：20-25．
[36] 韩翼，廖建桥．企业雇员组织承诺周期模型研究．南开管理评论，2004，8(5)：39-47．
[37] 胡卫鹏，时勘．组织承诺研究的进展与展望．心理科学进展，2004，12(1)：103-110．
[38] 乐国安，尹虹艳，王晓庄．组织承诺研究综述．应用心理学，2006，12(1)，84-91．
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