结构化工作满意度及其对离职倾向的影响研究
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摘要
中国经济经历了30多年的快速发展,取得了举世瞩目的成果,但也遇到了不少问题和挑战。尤其中国企业当前普遍遭遇的“用工荒”问题,使企业纷纷采取诸如加薪等措施提高员工工作满意度和忠诚度,以期吸引并留住员工,但效果差强人意。因为现在企业面对的是“85后”、“90后”等“新生代”员工群体,他们大多属于独生子女,其成长背景和经历既不同于西方工业化时期的工人,也迥异于其父辈,他们有着自身独特的利益诉求。员工工作满意度和离职是企业管理和组织行为学研究中经久不衰的热点问题,相关研究取得了丰硕的成果。但是满意度和离职研究具有显著的时代背景和文化背景,以往的成果大都是在西方文化背景下和西方工业化过程中得到的,对于指导我国现阶段员工管理存在一定的局限性。
工作满意度能够负向影响员工的离职已经得到理论和实证研究的充分证实,如何提高员工工作满意度、降低员工离职率成为工作满意度和离职研究要解决的主要问题。一开始,工作满意度是作为一个单维变量进行测量和研究的,在各种离职模型中,影响离职的满意度变量均采用整体工作满意度。但单维的整体工作满意度研究在管理实践中的操作性差,相关研究成果很难在实践中转化应用,于是研究者将工作划分为不同的或多或少的构面(facet),如工作本身、上司、同事、薪酬、晋升等,用各工作构面的满意度之和作为整体工作满意度。但实证研究表明,即使将工作划分得很细,得到很多的工作构面(有的多达20多个),工作构面满意度之和与整体工作满意度之间的相关性仍然没有预期的高,而且不论是直接测量的整体工作满意度还是用工作构面满意度加和得到的整体工作满意度对员工离职的解释率均不理想。说明工作构面满意度的研究思路遭遇到了挑战,构建一个新的工作满意度结构,不论对于工作满意度研究本身还是满意度有关的结果变量(如离职)研究,具有理论和实践双重重要意义。
本文运用层次需求理论、期望理论、社会交换理论等管理学、心理学和社会学相关理论,吸收前人满意度研究成果,在对8家大型企业1340名员工和2所高校308位MBA学员9次问卷调查及50多人次访谈分析的基础上,构建了一个包括薪酬满意度、关系满意度和发展满意度三个维度的理论模型,通过实证分析进行验证,最终形成了一个由薪酬满意度、上司满意度和发展满意度的员工工作满意度结构模型,并对该模型中的工作满意度结构维度对离职倾向的影响进行了研究,得到了基于结构化工作满意度的员工离职模型。文章主要研究内容和创新成果如下:
(1)通过管理学、社会学和心理学相关理论的研究分析,在工作满意度结构维度研究成果的基础上,运用层次需求理论、期望理论和社会交换理论,基于离职研究的视角构建了工作满意度的结构模型;运用相关分析、方差分析、多层线性回归分析、路径分析以及结构方程模型等多种统计分析方法,对理论模型进行验证。在结构化工作满意度诸维度中,薪酬满意度、发展满意度和关系满意度对整体满意度的贡献率依次降低;但对于关系满意度,模型剔除了同事满意度,保留了上司满意度一个因素,文章对这一体现中国文化背景下当前的企业管理特点的结论进行了讨论说明;
(2))建立了基于结构化工作满意度与离职倾向的关系模型,详细分析和验证了不同满意度结构维度对离职倾向的影响,各个工作满意度对离职倾向的影响,薪酬满意度的作用最大,其次是发展满意度,上司满意度对离职倾向的影响最小;丰富了离职研究内容,对离职模型研究进行了有益的补充。
(3)采用潜变量状态-特质理论分析方法,研究了积极/消极情感这一对重要人格元素的结构,不仅明晰了积极情感和消极情感的本质关系,而且为组织行为学中其他典型问题如态度、价值观和动机等的研究,提供了一个新的有效分析方法。研究还发现人格因素(积极情感、消极情感)在工作满意度与离职倾向关系中主要起调节作用,是重要的调节变量,是对传统研究中将人格因素作为满意度和离职倾向的前因变量的有益矫正。
(4)鉴于当前技术进步加快、市场竞争加剧、市场环境多变而导致企业面临的内外部环境动态性增强的现状,组织变革在企业生存和发展过程中已经难以避免。本文以安徽电信的组织变革作为案例,研究分析了组织变革对工作满意度的影响,为企业在新形势下员工满意度管理提供理论和实践指导。
本文从员工工作目的和工作期望出发,关注人格特质在工作满意度和离职中的作用,构建了员工的工作满意度结构模型,并以此模型研究工作满意度对离职倾向的影响,提出了工作满意度结构维度划分的新视角,提高了工作满意度对员工离职倾向的解释率,对贯彻和实施“以人为本”的管理思想并具体实践操作提供了理论指导。
Having developed rapidly more than 30 years, China has achieved great success in economy field, which catch up the eyes of the world. At the same time, Chinese economy encounters some problems and challenges. One of the most serios problem Chinese enterprices endure is the problem named“Yong gong huang”. It is more and more difficult for companies to employ plenitudinous workers. Although some companies take ways to attract people work there by increasing salary et al., the problem can not be solved effectively now. Because the contemporary work forces are mainly composed of young people who came into the world after 1985, or even after 1990. Moreover, most of them are sigleton. They are different from either their parents or their western fellows in early industrialization period. They own particular interest requirement of themselvs.
In the fields of enterprice management and organizational behavior, employee job satisfaction and turnover have having been studied for a long time, and abundant fruits have been harvested. It is a pity that most of the chievements above stemed from western culture and the process of industrialization, the results do not adapt to Chinese condition completely. For the study of job satisfaction and turnover must integrate itself into the sample’s background, such as culture, and era characteristics. It has been proved theoretically and empirically that job satisfaction effects employee turnover negatively. How to improve the level of employee satisfaction and reduce rate of employee turnover have become dominant issues in fields of satisfaction and turnover. In the beginning of satisfaction studying, as single dimension, global measures of job satisfaction were introduced into studies of satisfaction and turnover models. The outcomes of satisfaction researches are difficult to be translated into management practices when satisfaction is measured as a single dimesion. In order to make up the insufficiency of measures of overall satisfaction, measures of job facet satisfaction are presented. Researchers decomposed job into several facets, such as work itself, superior, colleague, and measured satisfactory degrees of these job facets. The global job satisfaction was the sum job facets satisfaction. However, results of empirical studies showed the correlation between sum of job facets satisfaction and global satisfaction was lower than expectation even decomposed job into more than 20 facets. Moreover, to explain emploree turnover, neither global satisfaction measured directly nor overall satisfaction by sum of measured job facet satisfaction had perfect effectiveness. That means the research route of job facet satisfaction is confronted with challenges. It necessary to construct a new job satisfaction structure not only being beneficial to the study of job satisfaction itself but also to the study of outcomes relating to job satisfaction,such as turnover.
Based on the prior studies on job satisfaction, the paper employs thoeries in management, psychology and sociology, e.g., Hierarchy Needs Theory, Expectation Theory, Social Exchange Thoery, theorizes a 3-dimension(pay, relation, and individual development satisfaction) job satisfaction model. The theoretical model is approved empirically, and the effects of each dimension of satisfaction on employ turnover intention are tested. A employee turnover model is shaped based on the stuctural job satisfaction model. Main contents and innovations of this paper as follows:
(1)Employed Hierarchy Needs Theory, Expectation Thoery, and Social Exchange Theory, and based on prior studies on job satisfaction structures, a multi-dimension model of job satisfaction is constructed by related theories in the fields of management, sociology, and psycology. Also, a series of statistical methods, such as correlation analysis, variance analysis, HLR analysis, path analysis and SEM are introduced in the theory model test. The empirical studies suggested the contribution of dimensions of job satisfaction to overall satisfaction becomes smaller and snaller from pay satisfaction, individual development satisfaction, to relationship satisfaction. As relationship satisfaction, only superior satisfaction react in the model, colleague satisfaction has no contribution. This characteristic has a distinct brand of Chinese context, which is discussed completely in the paper.
(2)Modeling the relationship between structural job satisfaction and turnover intention, analyzing and testing effects of each dimension of job satisfaction on turnover intention. For each dimension of job satisfaction, pay satisfaction effets employee turnover intention mostly, then employee development satisfaction, the superir satisfaction has the smallest effect on turnover intention than the two prior dimensions.The result entiches the context of turnover research, and is benefit for the study on turnover models.
(3) Based on the latent state-trait theory(LST theory), the PA/NA structure is analyzed, which illustrates the essential relationship between the double personality components. The method introduced here would be a new and valid way for other studies on attitudes, value and motivations in organizational behavior. The result shows, as important moderate variables, positive and negative affect moderate the relationship between job satisfaction and turnover intentin,which recorrects the conclusion of personality as antecedents of satisfaction and turnover intention.
(4)For environment enterprices confronted with is becoming more and more dynamic by reason of the enhancement of technology advancement, market competition, and market environment change, organizational change has been an ordinary operation in order to survive and develop. This paper introduces a case of organizational change of Anhui Telecom, analyses the effcts of organizational change on job satisfaction, which would be used for theoretical and practical reference of emploree satisfaction management.
Originating from the employee’s work goal and expectation, this paper focuses on the effects of personalities on job satisfaction and turnover, and constructs a job satisfaction model, which is the base of employee turnover intention model. The new view on job satisfaction dimension this paper presented improves explaination for employee turnover, which gives the contributation of theoretical and practical reference for applications for people oriented management principle.
工作满意度能够负向影响员工的离职已经得到理论和实证研究的充分证实,如何提高员工工作满意度、降低员工离职率成为工作满意度和离职研究要解决的主要问题。一开始,工作满意度是作为一个单维变量进行测量和研究的,在各种离职模型中,影响离职的满意度变量均采用整体工作满意度。但单维的整体工作满意度研究在管理实践中的操作性差,相关研究成果很难在实践中转化应用,于是研究者将工作划分为不同的或多或少的构面(facet),如工作本身、上司、同事、薪酬、晋升等,用各工作构面的满意度之和作为整体工作满意度。但实证研究表明,即使将工作划分得很细,得到很多的工作构面(有的多达20多个),工作构面满意度之和与整体工作满意度之间的相关性仍然没有预期的高,而且不论是直接测量的整体工作满意度还是用工作构面满意度加和得到的整体工作满意度对员工离职的解释率均不理想。说明工作构面满意度的研究思路遭遇到了挑战,构建一个新的工作满意度结构,不论对于工作满意度研究本身还是满意度有关的结果变量(如离职)研究,具有理论和实践双重重要意义。
本文运用层次需求理论、期望理论、社会交换理论等管理学、心理学和社会学相关理论,吸收前人满意度研究成果,在对8家大型企业1340名员工和2所高校308位MBA学员9次问卷调查及50多人次访谈分析的基础上,构建了一个包括薪酬满意度、关系满意度和发展满意度三个维度的理论模型,通过实证分析进行验证,最终形成了一个由薪酬满意度、上司满意度和发展满意度的员工工作满意度结构模型,并对该模型中的工作满意度结构维度对离职倾向的影响进行了研究,得到了基于结构化工作满意度的员工离职模型。文章主要研究内容和创新成果如下:
(1)通过管理学、社会学和心理学相关理论的研究分析,在工作满意度结构维度研究成果的基础上,运用层次需求理论、期望理论和社会交换理论,基于离职研究的视角构建了工作满意度的结构模型;运用相关分析、方差分析、多层线性回归分析、路径分析以及结构方程模型等多种统计分析方法,对理论模型进行验证。在结构化工作满意度诸维度中,薪酬满意度、发展满意度和关系满意度对整体满意度的贡献率依次降低;但对于关系满意度,模型剔除了同事满意度,保留了上司满意度一个因素,文章对这一体现中国文化背景下当前的企业管理特点的结论进行了讨论说明;
(2))建立了基于结构化工作满意度与离职倾向的关系模型,详细分析和验证了不同满意度结构维度对离职倾向的影响,各个工作满意度对离职倾向的影响,薪酬满意度的作用最大,其次是发展满意度,上司满意度对离职倾向的影响最小;丰富了离职研究内容,对离职模型研究进行了有益的补充。
(3)采用潜变量状态-特质理论分析方法,研究了积极/消极情感这一对重要人格元素的结构,不仅明晰了积极情感和消极情感的本质关系,而且为组织行为学中其他典型问题如态度、价值观和动机等的研究,提供了一个新的有效分析方法。研究还发现人格因素(积极情感、消极情感)在工作满意度与离职倾向关系中主要起调节作用,是重要的调节变量,是对传统研究中将人格因素作为满意度和离职倾向的前因变量的有益矫正。
(4)鉴于当前技术进步加快、市场竞争加剧、市场环境多变而导致企业面临的内外部环境动态性增强的现状,组织变革在企业生存和发展过程中已经难以避免。本文以安徽电信的组织变革作为案例,研究分析了组织变革对工作满意度的影响,为企业在新形势下员工满意度管理提供理论和实践指导。
本文从员工工作目的和工作期望出发,关注人格特质在工作满意度和离职中的作用,构建了员工的工作满意度结构模型,并以此模型研究工作满意度对离职倾向的影响,提出了工作满意度结构维度划分的新视角,提高了工作满意度对员工离职倾向的解释率,对贯彻和实施“以人为本”的管理思想并具体实践操作提供了理论指导。
Having developed rapidly more than 30 years, China has achieved great success in economy field, which catch up the eyes of the world. At the same time, Chinese economy encounters some problems and challenges. One of the most serios problem Chinese enterprices endure is the problem named“Yong gong huang”. It is more and more difficult for companies to employ plenitudinous workers. Although some companies take ways to attract people work there by increasing salary et al., the problem can not be solved effectively now. Because the contemporary work forces are mainly composed of young people who came into the world after 1985, or even after 1990. Moreover, most of them are sigleton. They are different from either their parents or their western fellows in early industrialization period. They own particular interest requirement of themselvs.
In the fields of enterprice management and organizational behavior, employee job satisfaction and turnover have having been studied for a long time, and abundant fruits have been harvested. It is a pity that most of the chievements above stemed from western culture and the process of industrialization, the results do not adapt to Chinese condition completely. For the study of job satisfaction and turnover must integrate itself into the sample’s background, such as culture, and era characteristics. It has been proved theoretically and empirically that job satisfaction effects employee turnover negatively. How to improve the level of employee satisfaction and reduce rate of employee turnover have become dominant issues in fields of satisfaction and turnover. In the beginning of satisfaction studying, as single dimension, global measures of job satisfaction were introduced into studies of satisfaction and turnover models. The outcomes of satisfaction researches are difficult to be translated into management practices when satisfaction is measured as a single dimesion. In order to make up the insufficiency of measures of overall satisfaction, measures of job facet satisfaction are presented. Researchers decomposed job into several facets, such as work itself, superior, colleague, and measured satisfactory degrees of these job facets. The global job satisfaction was the sum job facets satisfaction. However, results of empirical studies showed the correlation between sum of job facets satisfaction and global satisfaction was lower than expectation even decomposed job into more than 20 facets. Moreover, to explain emploree turnover, neither global satisfaction measured directly nor overall satisfaction by sum of measured job facet satisfaction had perfect effectiveness. That means the research route of job facet satisfaction is confronted with challenges. It necessary to construct a new job satisfaction structure not only being beneficial to the study of job satisfaction itself but also to the study of outcomes relating to job satisfaction,such as turnover.
Based on the prior studies on job satisfaction, the paper employs thoeries in management, psychology and sociology, e.g., Hierarchy Needs Theory, Expectation Theory, Social Exchange Thoery, theorizes a 3-dimension(pay, relation, and individual development satisfaction) job satisfaction model. The theoretical model is approved empirically, and the effects of each dimension of satisfaction on employ turnover intention are tested. A employee turnover model is shaped based on the stuctural job satisfaction model. Main contents and innovations of this paper as follows:
(1)Employed Hierarchy Needs Theory, Expectation Thoery, and Social Exchange Theory, and based on prior studies on job satisfaction structures, a multi-dimension model of job satisfaction is constructed by related theories in the fields of management, sociology, and psycology. Also, a series of statistical methods, such as correlation analysis, variance analysis, HLR analysis, path analysis and SEM are introduced in the theory model test. The empirical studies suggested the contribution of dimensions of job satisfaction to overall satisfaction becomes smaller and snaller from pay satisfaction, individual development satisfaction, to relationship satisfaction. As relationship satisfaction, only superior satisfaction react in the model, colleague satisfaction has no contribution. This characteristic has a distinct brand of Chinese context, which is discussed completely in the paper.
(2)Modeling the relationship between structural job satisfaction and turnover intention, analyzing and testing effects of each dimension of job satisfaction on turnover intention. For each dimension of job satisfaction, pay satisfaction effets employee turnover intention mostly, then employee development satisfaction, the superir satisfaction has the smallest effect on turnover intention than the two prior dimensions.The result entiches the context of turnover research, and is benefit for the study on turnover models.
(3) Based on the latent state-trait theory(LST theory), the PA/NA structure is analyzed, which illustrates the essential relationship between the double personality components. The method introduced here would be a new and valid way for other studies on attitudes, value and motivations in organizational behavior. The result shows, as important moderate variables, positive and negative affect moderate the relationship between job satisfaction and turnover intentin,which recorrects the conclusion of personality as antecedents of satisfaction and turnover intention.
(4)For environment enterprices confronted with is becoming more and more dynamic by reason of the enhancement of technology advancement, market competition, and market environment change, organizational change has been an ordinary operation in order to survive and develop. This paper introduces a case of organizational change of Anhui Telecom, analyses the effcts of organizational change on job satisfaction, which would be used for theoretical and practical reference of emploree satisfaction management.
Originating from the employee’s work goal and expectation, this paper focuses on the effects of personalities on job satisfaction and turnover, and constructs a job satisfaction model, which is the base of employee turnover intention model. The new view on job satisfaction dimension this paper presented improves explaination for employee turnover, which gives the contributation of theoretical and practical reference for applications for people oriented management principle.
引文
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