长沙电业局员工组织承诺与工作绩效关系的实证研究
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摘要
随着我国加入WTO、改革与开放的加快与深化,对于长沙电业局来说,既有机遇也充满挑战。人力资源是企业发展的根本,对于长沙电业局也不例外,员工的工作绩效直接决定了企业的生产效率和经营效果,而工作绩效与组织承诺有很大的关系。长沙电业局组织承诺是员工与企业之间一张无形的合同,即心理契约。如何有效地利用企业与员工这一心理契约来激励和留住员工,并把它转化为工作绩效,是长沙电业局管理层必须正视的问题。
本文以长沙电业局为研究对象,对长沙电业局下属6个二级单位的265名员工进行问卷调查。采用描述性统计分析、相关分析、T检验、回归分析等统计方法对收集的数据进行分析。得出以下结论：(1)不同性别的企业员工在整体承诺和机会承诺上有显著性的性别差异。(2)不同年龄段的企业员工在感情承诺维度有显著差异。(3)不同婚姻状况企业员工在经济承诺维度有显著性婚姻状况差异。(4)不同学历企业员工在感情承诺维度和理想承诺维度有显著性的学历差异。(5)长沙电业局员工组织承诺与工作绩效有显著性正相关关系。(6)组织承诺对工作绩效的标准回归方程为：工作绩效=0.381×规范承诺+0.262×理想承诺。由此可以判断长沙电业局员工的规范承诺和理想承诺直接影响着员工的工作绩效水平。
With our country joins in WTO, the reform and opening quickening, This regarding the Chinese electricity enterprise, also has the opportunity to be also challenging. The human resources are the enterprise development basis, is not exceptional regarding the electricity enterprise, staff's work achievements have decided enterprise's production efficiency and the management effect directly, but works the achievements and the organization pledge has the very big relations. The electricity enterprise organizational commitment is between the staff and the enterprise an invisible contract, namely psychological contract. How to use the enterprise and the staff this psychology contract effectively drives and detains the staff, and transforms it as the job performance, is question which all electricity business management level must face up.
This paper take Changsha electric power bureau as the object of study, carries on the questionnaire survey to the Changsha 6 electricity enterprise's 265 staffs. Using descriptive statistical methods statistical analysis, correlation analysis, T-test, regression analysis to analysis collected data. Draws the following conclusion:(1) Different sex electricity enterprise staff, in the whole pledges and the opportunity pledged that on has the significance gender differences. (2) The disparity in age section's electricity enterprise staff in the sentiment pledged that the dimension has the remarkable difference. (3) The different marital status electricity enterprise staffs in the economy pledged that the dimension has the significance marital status difference. (4) The different school record electricity enterprise staffs in the sentiment pledged that the dimension and the ideal pledge dimension have the significance school record difference. (5) The electricity enterprise staffs organizational commitment and job performance to have the significance correlational dependence. (6) Organizes to pledge that to the work achievements' standard regression equation is:Job performance =0.381×Standard pledge +0.262×Ideal pledge. Therefore electricity enterprise staffs standard pledge and ideal pledge imelectricityte influence staffs job performance level.
本文以长沙电业局为研究对象,对长沙电业局下属6个二级单位的265名员工进行问卷调查。采用描述性统计分析、相关分析、T检验、回归分析等统计方法对收集的数据进行分析。得出以下结论：(1)不同性别的企业员工在整体承诺和机会承诺上有显著性的性别差异。(2)不同年龄段的企业员工在感情承诺维度有显著差异。(3)不同婚姻状况企业员工在经济承诺维度有显著性婚姻状况差异。(4)不同学历企业员工在感情承诺维度和理想承诺维度有显著性的学历差异。(5)长沙电业局员工组织承诺与工作绩效有显著性正相关关系。(6)组织承诺对工作绩效的标准回归方程为：工作绩效=0.381×规范承诺+0.262×理想承诺。由此可以判断长沙电业局员工的规范承诺和理想承诺直接影响着员工的工作绩效水平。
With our country joins in WTO, the reform and opening quickening, This regarding the Chinese electricity enterprise, also has the opportunity to be also challenging. The human resources are the enterprise development basis, is not exceptional regarding the electricity enterprise, staff's work achievements have decided enterprise's production efficiency and the management effect directly, but works the achievements and the organization pledge has the very big relations. The electricity enterprise organizational commitment is between the staff and the enterprise an invisible contract, namely psychological contract. How to use the enterprise and the staff this psychology contract effectively drives and detains the staff, and transforms it as the job performance, is question which all electricity business management level must face up.
This paper take Changsha electric power bureau as the object of study, carries on the questionnaire survey to the Changsha 6 electricity enterprise's 265 staffs. Using descriptive statistical methods statistical analysis, correlation analysis, T-test, regression analysis to analysis collected data. Draws the following conclusion:(1) Different sex electricity enterprise staff, in the whole pledges and the opportunity pledged that on has the significance gender differences. (2) The disparity in age section's electricity enterprise staff in the sentiment pledged that the dimension has the remarkable difference. (3) The different marital status electricity enterprise staffs in the economy pledged that the dimension has the significance marital status difference. (4) The different school record electricity enterprise staffs in the sentiment pledged that the dimension and the ideal pledge dimension have the significance school record difference. (5) The electricity enterprise staffs organizational commitment and job performance to have the significance correlational dependence. (6) Organizes to pledge that to the work achievements' standard regression equation is:Job performance =0.381×Standard pledge +0.262×Ideal pledge. Therefore electricity enterprise staffs standard pledge and ideal pledge imelectricityte influence staffs job performance level.
引文
[1]Allen, N. J.&Meyer, J. P. The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology,1990,63:1-18.
[2]Abod, E. T. Interpersonal characteristics and citizenship climate as predictors of CP in organizations. Virginia, George Mason niversity,2001.
[3]Borman, W. C.&Motowidlo, S. J. Task performance and contextual performance:the meaning for personal selection research. Human Performance 1997,10 (2):99-109.
[4]Borman, W C.&Brush, D. H. More progress toward a taxonomy of managerial performance requirements. Human Performance,1993,6:1-21.
[5]Brief, A. P.,&Motowidlo, S. J. Prosocial organizational behaviors. Academy of Management Review,1986,11:710-725.
[6]Chen, Z. X. & Francesco, A. M. The relationship between the three components of commitment and employee performance in China. Journal of Vocational Behavior,2003,62:490-510.
[7]Coleman, V I. &Borman, W. C. Investigating the underlying structure of the citizenship performance domain. Human Resource Management Review,2000,10 (1):25-44.
[8]Conway, J. M. Distinguishing contextual performance from task performance for managerial jobs. Journal of Applied Psychology,1999,84 (1):3-13.
[9]Farrell, D.&Rusbult, C. E. Exchange variables as predictors of job satisfaction, job commitment, and turnover:The impact of rewards, costs, alternatives, and investments. Organizational Behavior and Human Performance, 1981,27:78-95.
[10]张治灿,方俐洛,凌文轻.企业职工的组织承诺.中国管理科学,1997,8(1)：46-51
[11]陈霞,段兴民.组织承诺研究评述.科学学与科学技术管理,2003.7：23-26
[12]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
[13]刘勇险.略论员工的工作压力、满意度及组织承诺.商业现代化学术版,2005,3：140
[14]陈璧辉.组织承诺与职务投入对技术人员行为的影响.应用心理学,2001,7(3)：33-37.
[15]凌文栓,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
[16]龙立荣,方俐洛,凌文轻.组织职业生涯管理及效果的实证研究.管理科学学报,2002,5(4)：61-67
[17]龙立荣,方俐洛,凌文轮.组织职业生涯管理与员工心理与行为的关系.心理学报,2002,34(1)：97-105
[18]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,2003,4：4-11
[19]刘小平,王重鸣.不同文化下企业员工组织承诺概念的调查研究.科技管理研究,2004,3：85-88
[20]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.科学学与科学技术管理,2005,8：111-116
[21]叶仁荪,王玉芹,林泽炎.工作满意度、组织承诺对国企员工离职影响的实证研究.管理世界,2005,3：122-125
[22]韩翼,廖建桥.组织承诺周期模型的构建及实证研究.管理学报,2005,2(4)：459-465.
[23]沈峥嵘,王二平.关系绩效研究.心理科学进展,2004,12(6)：924-931
[24]陈捷.个性与工作绩效关系研究的新进展.心理学动态,1998,7(2)：29-34
[25]孙健敏,焦长泉.对管理者工作绩效结构的探索性研究.人类工效学,2002,8(3)：1-10
[26]刘玉凡,王二平.大五人格与职务绩效的关系.心理学动态,2000,8(3)：73-80
[27]王怀明,冯文武.绩效的区分及其在企业管理中的意义.人类工效学,2004,10(1)：51-52
[28]蔡永红,林崇德.绩效评估研究的现状及其反思.北京师范大学学报人文社会科学版,2001,166(4)：119-126
[29]王春茹.绩效评估研究进展.现代管理科学,2004,8：81-82
[30]路平.关系绩效理论对人力资源管理的重要意义.中国地质大学学报 社会科学版,2003,3(5)：21-24
[31]周智红.王二平作业绩效和关系绩效.心理学动态,2004,8(1)：54-57
[32]张文彤.SPSS 11统计分析教程.北京希望电子出版社,2002
[33]诺伊等著.人力资源管理：赢得竞争优势[[M],刘听译.北京：中国人民大学出版社,2001
[34]凌文轻,张治灿,方俐洛.中国职工组织承诺研究.中国社会科学,2001(2)
[35][美]弗雷德·鲁森斯.组织行为学[M].人民邮电出版社,2003
[36]马海龙.组织承诺研究评价与展望.天津商学院学报,2005
[37]刘小平,王重鸣.不同文化下企业员工组织承诺的概念研究.科技管理研究,2004
[38]李金波,许百华,张延燕.组织承诺对员工行为和工作绩效的影响研究.人类工效学,2006.9
[39]韩翼,廖建桥.组织承诺研究的综述.人类工效学,2005
[40]刘小平,土重鸣.组织承诺及其形成过程研究.南开管理评论,2001,
[41]宋利,杨力.人力资源实践与组织承诺关系研究述评.工业技术经济,2005
[42]Meyer J P, Paunonen SV, GellatlyL R. Organizational Commitment and Job Performance:It's the Nature of the Commitment that Counts [J]. Journal ofApp lied Psychology,2009,74 (1):152-156
[43]BonnanW. C, Motowidlo S. J. Expanding the Criterion Domain to Include Elements of Contextual Performance Personnel Selection in Organizations [M]. San Francisco Jossey Bass,1993:84-86
[44]Bernard, J. J. Ajay, K. K. Supervisory Feedback:Alternative Types and Their Impact on Salespeop le's Performance and Satisfaction. Journal of Marketing Research,2008,4:190-201
[45]Van Scotter, J. R. Relationship s of Task Performance and Contextual Performance with Turnover, Job Satisfaction, and Affective Commitment [J]. Human Resource Management Review,2000,10 (1):79-95
[2]Abod, E. T. Interpersonal characteristics and citizenship climate as predictors of CP in organizations. Virginia, George Mason niversity,2001.
[3]Borman, W. C.&Motowidlo, S. J. Task performance and contextual performance:the meaning for personal selection research. Human Performance 1997,10 (2):99-109.
[4]Borman, W C.&Brush, D. H. More progress toward a taxonomy of managerial performance requirements. Human Performance,1993,6:1-21.
[5]Brief, A. P.,&Motowidlo, S. J. Prosocial organizational behaviors. Academy of Management Review,1986,11:710-725.
[6]Chen, Z. X. & Francesco, A. M. The relationship between the three components of commitment and employee performance in China. Journal of Vocational Behavior,2003,62:490-510.
[7]Coleman, V I. &Borman, W. C. Investigating the underlying structure of the citizenship performance domain. Human Resource Management Review,2000,10 (1):25-44.
[8]Conway, J. M. Distinguishing contextual performance from task performance for managerial jobs. Journal of Applied Psychology,1999,84 (1):3-13.
[9]Farrell, D.&Rusbult, C. E. Exchange variables as predictors of job satisfaction, job commitment, and turnover:The impact of rewards, costs, alternatives, and investments. Organizational Behavior and Human Performance, 1981,27:78-95.
[10]张治灿,方俐洛,凌文轻.企业职工的组织承诺.中国管理科学,1997,8(1)：46-51
[11]陈霞,段兴民.组织承诺研究评述.科学学与科学技术管理,2003.7：23-26
[12]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
[13]刘勇险.略论员工的工作压力、满意度及组织承诺.商业现代化学术版,2005,3：140
[14]陈璧辉.组织承诺与职务投入对技术人员行为的影响.应用心理学,2001,7(3)：33-37.
[15]凌文栓,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
[16]龙立荣,方俐洛,凌文轻.组织职业生涯管理及效果的实证研究.管理科学学报,2002,5(4)：61-67
[17]龙立荣,方俐洛,凌文轮.组织职业生涯管理与员工心理与行为的关系.心理学报,2002,34(1)：97-105
[18]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,2003,4：4-11
[19]刘小平,王重鸣.不同文化下企业员工组织承诺概念的调查研究.科技管理研究,2004,3：85-88
[20]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.科学学与科学技术管理,2005,8：111-116
[21]叶仁荪,王玉芹,林泽炎.工作满意度、组织承诺对国企员工离职影响的实证研究.管理世界,2005,3：122-125
[22]韩翼,廖建桥.组织承诺周期模型的构建及实证研究.管理学报,2005,2(4)：459-465.
[23]沈峥嵘,王二平.关系绩效研究.心理科学进展,2004,12(6)：924-931
[24]陈捷.个性与工作绩效关系研究的新进展.心理学动态,1998,7(2)：29-34
[25]孙健敏,焦长泉.对管理者工作绩效结构的探索性研究.人类工效学,2002,8(3)：1-10
[26]刘玉凡,王二平.大五人格与职务绩效的关系.心理学动态,2000,8(3)：73-80
[27]王怀明,冯文武.绩效的区分及其在企业管理中的意义.人类工效学,2004,10(1)：51-52
[28]蔡永红,林崇德.绩效评估研究的现状及其反思.北京师范大学学报人文社会科学版,2001,166(4)：119-126
[29]王春茹.绩效评估研究进展.现代管理科学,2004,8：81-82
[30]路平.关系绩效理论对人力资源管理的重要意义.中国地质大学学报 社会科学版,2003,3(5)：21-24
[31]周智红.王二平作业绩效和关系绩效.心理学动态,2004,8(1)：54-57
[32]张文彤.SPSS 11统计分析教程.北京希望电子出版社,2002
[33]诺伊等著.人力资源管理：赢得竞争优势[[M],刘听译.北京：中国人民大学出版社,2001
[34]凌文轻,张治灿,方俐洛.中国职工组织承诺研究.中国社会科学,2001(2)
[35][美]弗雷德·鲁森斯.组织行为学[M].人民邮电出版社,2003
[36]马海龙.组织承诺研究评价与展望.天津商学院学报,2005
[37]刘小平,王重鸣.不同文化下企业员工组织承诺的概念研究.科技管理研究,2004
[38]李金波,许百华,张延燕.组织承诺对员工行为和工作绩效的影响研究.人类工效学,2006.9
[39]韩翼,廖建桥.组织承诺研究的综述.人类工效学,2005
[40]刘小平,土重鸣.组织承诺及其形成过程研究.南开管理评论,2001,
[41]宋利,杨力.人力资源实践与组织承诺关系研究述评.工业技术经济,2005
[42]Meyer J P, Paunonen SV, GellatlyL R. Organizational Commitment and Job Performance:It's the Nature of the Commitment that Counts [J]. Journal ofApp lied Psychology,2009,74 (1):152-156
[43]BonnanW. C, Motowidlo S. J. Expanding the Criterion Domain to Include Elements of Contextual Performance Personnel Selection in Organizations [M]. San Francisco Jossey Bass,1993:84-86
[44]Bernard, J. J. Ajay, K. K. Supervisory Feedback:Alternative Types and Their Impact on Salespeop le's Performance and Satisfaction. Journal of Marketing Research,2008,4:190-201
[45]Van Scotter, J. R. Relationship s of Task Performance and Contextual Performance with Turnover, Job Satisfaction, and Affective Commitment [J]. Human Resource Management Review,2000,10 (1):79-95