成员角色压力、工作投入与团队效能的关系研究
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摘要
团队是一种介于组织与个人之间的工作方式,因其能够高效地配置资源、快速适应市场变化、形式灵活而又目标明确等特点,对于组织整体目标的实现具有重大意义。可以说,在当前激烈的竞争环境下,团队已经成为大多数企业的基本工作单元,以团队为基础的工作方式取得了显著效果。然而,在实践中,因为团队效能是一个非常复杂的输入、互动和产出过程,高资源配置的团队并不总能发挥最大的协同效应,这就需要我们对影响团队效能的因素和作用机制进行研究。
成员是团队的基本组成单位,成员个体角色压力的大小以及工作投入的程度直接关系到个人及团队效能的高低,是团队互动过程中的重要变量,从团队建设的角度来说,研究成员角色压力、工作投入与团队效能的作用机制和影响关系具有重要的理论和实践意义。
本研究在阅读大量关于团队效能、角色压力和工作投入等领域文献的基础上,参考前人研究,将团队效能作为因变量、角色压力作为自变量、工作投入作为中介变量,通过问卷调查等方法进行数据收集,最后将数据聚合为235份团队样本数据,在此基础上对三者之间的影响关系和作用机制进行了实证研究。通过运用SPSS20.0、Exce12007等软件完成了问卷的信度与效度检验、描述性分析、变量间的方差分析、相关分析与回归分析等工作,并验证了本文提出的部分研究假设,得出了以下研究结论：
第一,成员角色压力与团队效能具有显著的相关关系,其中,角色冲突对目标达成、成员满意有负向预测作用,对团队发展有正向预测作用；角色模糊对团队效能各维度都有显著的负向预测作用;角色超载对目标达成有显著的正向预测作用,但对成员满意和团队发展有显著的负向预测作用。
第二,成员角色压力与工作投入显著相关,其中,角色冲突和角色模糊对员工的活力、奉献和专注水平均有负向预测作用；角色超载对员工的活力、奉献程度有负向预测作用,但对专注程度有正向预测作用。
第三,工作投入与团队效能显著相关,活力、奉献和专注维度均对目标达成、成员满意和团队发展有较强的正向预测作用。
第四,成员工作投入在角色压力作用于团队效能的影响过程中起到部分中介作用,唯独专注在角色压力作用于成员满意的关系中中介作用不显著。
最后,本研究以实证分析得到了结论为基础,在人口统计学变量、团队特征、角色压力和工作投入等方面提出了提高团队效能、加强团队建设的管理建议,以期为团队实践提供有益借鉴。
Team is a kind of work unit between organization and individual, and has great significance to the realization of the overall goal of the organization due to its efficient allocation of resources, quickly adapt to market changes, flexible features and clear objectives. We can say, in today's competitive environment, team has already become the basic work unit in most enterprises, and the more important, team-based work has achieved remarkable results recognized. However, because the team effectiveness is a very complex input, interactive and output process in practice, the team of high resource allocation does not always play a big synergistic effect, which requires we research the factors and mechanisms influence on team effectiveness.
Members are the basic unit of team, and their role stress and job engagement degree are directly related to the individual and team efficiency, which are two important variables in the process of team interaction. So, we study on the relationship among the members'role stress, job engagement and team effectiveness has important significance in theory and practice for team building.
Based on the literature of team effectiveness, role stress and job engagement, and reference to the previous studies, this study takes team effectiveness as the dependent variable, role stress as variable, and job engagement as an intermediary variable, with215teams were obtained through a questionnaire survey and other methods for the study sample, makes an empirical study of the effects of the relationship and the mechanism of action between the three variables.
Through the use of SPSS20.0, Excel2007and other software, this paper tests the questionnaire reliability and validity, completes the descriptive analysis, ANOVA, correlation analysis and regression analysis between the variables, verifies the hypotheses proposed in this study, and finally draws the following conclusions:
(1) Member's role stress and team effectiveness has significant correlation. Among them, role conflict predicts a negative effect on goals and member's satisfaction, but has a positive predictive role for team development; role ambiguity has negative effect on different dimensions of team effectiveness; role overload has significant positive effect on goals, but has significant negative effect on member's satisfaction and team development.
(2) Member's role stress and job engagement significantly related. Among them, role conflict and role ambiguity have negative prediction effect on member's vigor, dedication and focus level; role overload predicts a negative effect on member's vigor and dedication, but has a positive predictive role for focus level.
(3)Job engagement and team effectiveness significantly related. Vigor, dedication and focus all have significant positive effect on the goal achievement, member's satisfaction and team development.
(4) Job engagement plays some intermediary role between the process of role pressure acting on the team effectiveness, only focus's intermediary effect between role stress and member's satisfaction is not significant.
In the end, this paper takes the empirically obtained conclusion as a foundation, puts forward some suggestions on improving the team efficiency and strengthening the team construction, and hopes to provide useful references for the team practice.
成员是团队的基本组成单位,成员个体角色压力的大小以及工作投入的程度直接关系到个人及团队效能的高低,是团队互动过程中的重要变量,从团队建设的角度来说,研究成员角色压力、工作投入与团队效能的作用机制和影响关系具有重要的理论和实践意义。
本研究在阅读大量关于团队效能、角色压力和工作投入等领域文献的基础上,参考前人研究,将团队效能作为因变量、角色压力作为自变量、工作投入作为中介变量,通过问卷调查等方法进行数据收集,最后将数据聚合为235份团队样本数据,在此基础上对三者之间的影响关系和作用机制进行了实证研究。通过运用SPSS20.0、Exce12007等软件完成了问卷的信度与效度检验、描述性分析、变量间的方差分析、相关分析与回归分析等工作,并验证了本文提出的部分研究假设,得出了以下研究结论：
第一,成员角色压力与团队效能具有显著的相关关系,其中,角色冲突对目标达成、成员满意有负向预测作用,对团队发展有正向预测作用；角色模糊对团队效能各维度都有显著的负向预测作用;角色超载对目标达成有显著的正向预测作用,但对成员满意和团队发展有显著的负向预测作用。
第二,成员角色压力与工作投入显著相关,其中,角色冲突和角色模糊对员工的活力、奉献和专注水平均有负向预测作用；角色超载对员工的活力、奉献程度有负向预测作用,但对专注程度有正向预测作用。
第三,工作投入与团队效能显著相关,活力、奉献和专注维度均对目标达成、成员满意和团队发展有较强的正向预测作用。
第四,成员工作投入在角色压力作用于团队效能的影响过程中起到部分中介作用,唯独专注在角色压力作用于成员满意的关系中中介作用不显著。
最后,本研究以实证分析得到了结论为基础,在人口统计学变量、团队特征、角色压力和工作投入等方面提出了提高团队效能、加强团队建设的管理建议,以期为团队实践提供有益借鉴。
Team is a kind of work unit between organization and individual, and has great significance to the realization of the overall goal of the organization due to its efficient allocation of resources, quickly adapt to market changes, flexible features and clear objectives. We can say, in today's competitive environment, team has already become the basic work unit in most enterprises, and the more important, team-based work has achieved remarkable results recognized. However, because the team effectiveness is a very complex input, interactive and output process in practice, the team of high resource allocation does not always play a big synergistic effect, which requires we research the factors and mechanisms influence on team effectiveness.
Members are the basic unit of team, and their role stress and job engagement degree are directly related to the individual and team efficiency, which are two important variables in the process of team interaction. So, we study on the relationship among the members'role stress, job engagement and team effectiveness has important significance in theory and practice for team building.
Based on the literature of team effectiveness, role stress and job engagement, and reference to the previous studies, this study takes team effectiveness as the dependent variable, role stress as variable, and job engagement as an intermediary variable, with215teams were obtained through a questionnaire survey and other methods for the study sample, makes an empirical study of the effects of the relationship and the mechanism of action between the three variables.
Through the use of SPSS20.0, Excel2007and other software, this paper tests the questionnaire reliability and validity, completes the descriptive analysis, ANOVA, correlation analysis and regression analysis between the variables, verifies the hypotheses proposed in this study, and finally draws the following conclusions:
(1) Member's role stress and team effectiveness has significant correlation. Among them, role conflict predicts a negative effect on goals and member's satisfaction, but has a positive predictive role for team development; role ambiguity has negative effect on different dimensions of team effectiveness; role overload has significant positive effect on goals, but has significant negative effect on member's satisfaction and team development.
(2) Member's role stress and job engagement significantly related. Among them, role conflict and role ambiguity have negative prediction effect on member's vigor, dedication and focus level; role overload predicts a negative effect on member's vigor and dedication, but has a positive predictive role for focus level.
(3)Job engagement and team effectiveness significantly related. Vigor, dedication and focus all have significant positive effect on the goal achievement, member's satisfaction and team development.
(4) Job engagement plays some intermediary role between the process of role pressure acting on the team effectiveness, only focus's intermediary effect between role stress and member's satisfaction is not significant.
In the end, this paper takes the empirically obtained conclusion as a foundation, puts forward some suggestions on improving the team efficiency and strengthening the team construction, and hopes to provide useful references for the team practice.
引文
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