新常态下激励协同对组织创造力影响机制研究
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摘要
新常态下尤其需要通过激励机制提升组织创造力。然而组织激励能否促进组织创造力,至今还未达成一致的意见。本文基于协同视角,在整合组织规则激励和主管激励的基础上,构建了一个被调节的中介模型,对不同来源的激励的交互影响机制进行了探索。运用中国925份来自107家企业组织层面样本实证研究后发现:1)规则物质激励负向影响组织创造力;规则发展激励正向影响组织创造力;2)跨部门协作中介规则激励和组织创造力之间的关系;3)主管权变激励正向调节规则发展激励与组织创造力之间的关系。研究结论丰富了激励协同与组织创造力领域的文献,对推进激励变革有一定借鉴意义。
Leading innovation is the main theme of current Chinese economy in transformation and development. Chinese new economy particularly emphasizes on organizational creativity through motivation mechanisms. However, motivation is so complex that its development still faces new challenges. Practically, traditional motivation modes, such as priority for efficiency, performance-based compensation and "steep" incentives structure, have incurred too many drawbacks and resulted in management confusion. Theoretically, even though motivation theory has been disputed for over half a century, it has not changed current unsatisfied situations. For instance, motivation views conflict each other, theory is at a standstill, and research methods have lagged behind. There are inconsistent findings about whether motivation can encourage employees for dedication, cooperation and mutual assistance, whether motivation can drive organizational creativity, and whether organizations can rely solely on institutional motivation to reach organizational goals. Drawing from the perspective of synergy rather than single perspective, this paper constructs a moderated mediation model, and explores the mechanism of interaction of two different sources of motivation. In the first part, the paper reviews the related literature in order to examine the links between motivation and organizational creativity via inter-departmental cooperation, followed by the proposed hypotheses. In the second part, the paper discusses the methodology in detail. It collected 925 questionnaires from 107 Chinese enterprises as organizational level samples for empirical research. This survey includes 559 employees and 366 managers. On average, 5.23 employee and 3.42 managers of each enterprise participated in the study. In the third part, the paper evaluates the results of hypotheses through statistics analysis methods, with confirmatory factor analysis, multiple regression analysis and Bootstrapping test. In the fourth part, the paper concludes with analysis results, as well as theoretical and practical implications of this research. First, formal material rewards are negatively related to organizational creativity, while formal development rewards are positively related to organizational creativity. Second, inter-departmental cooperation positively mediates the relationship between formal development rewards and organizational creativity, but negatively mediates the relationship between formal material rewards and organizational creativity. Third, supervisory contingent reward behavior positively moderates the mediated relationship between formal development rewards and organizational creativity. In summary, the paper reveals the relationship between motivation synergy and organizational creativity by exploring the synergetic mechanism of different motivation sources of organizational creativity. The results enrich the literature of motivation and extend the research on the antecedents of organizational creativity. Further, the theoretical model includes inter-departmental cooperation variable, extends the boundary conditions of inter-departmental cooperation, and provides practical implications.
Leading innovation is the main theme of current Chinese economy in transformation and development. Chinese new economy particularly emphasizes on organizational creativity through motivation mechanisms. However, motivation is so complex that its development still faces new challenges. Practically, traditional motivation modes, such as priority for efficiency, performance-based compensation and "steep" incentives structure, have incurred too many drawbacks and resulted in management confusion. Theoretically, even though motivation theory has been disputed for over half a century, it has not changed current unsatisfied situations. For instance, motivation views conflict each other, theory is at a standstill, and research methods have lagged behind. There are inconsistent findings about whether motivation can encourage employees for dedication, cooperation and mutual assistance, whether motivation can drive organizational creativity, and whether organizations can rely solely on institutional motivation to reach organizational goals. Drawing from the perspective of synergy rather than single perspective, this paper constructs a moderated mediation model, and explores the mechanism of interaction of two different sources of motivation. In the first part, the paper reviews the related literature in order to examine the links between motivation and organizational creativity via inter-departmental cooperation, followed by the proposed hypotheses. In the second part, the paper discusses the methodology in detail. It collected 925 questionnaires from 107 Chinese enterprises as organizational level samples for empirical research. This survey includes 559 employees and 366 managers. On average, 5.23 employee and 3.42 managers of each enterprise participated in the study. In the third part, the paper evaluates the results of hypotheses through statistics analysis methods, with confirmatory factor analysis, multiple regression analysis and Bootstrapping test. In the fourth part, the paper concludes with analysis results, as well as theoretical and practical implications of this research. First, formal material rewards are negatively related to organizational creativity, while formal development rewards are positively related to organizational creativity. Second, inter-departmental cooperation positively mediates the relationship between formal development rewards and organizational creativity, but negatively mediates the relationship between formal material rewards and organizational creativity. Third, supervisory contingent reward behavior positively moderates the mediated relationship between formal development rewards and organizational creativity. In summary, the paper reveals the relationship between motivation synergy and organizational creativity by exploring the synergetic mechanism of different motivation sources of organizational creativity. The results enrich the literature of motivation and extend the research on the antecedents of organizational creativity. Further, the theoretical model includes inter-departmental cooperation variable, extends the boundary conditions of inter-departmental cooperation, and provides practical implications.
引文
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[52]Gasiorowska A,Chaplin L N,Zaleskiewicz T,et al.Money Cues Increase Agency and Decrease Prosociality Among Children:Early Signs of Market-Mode Behaviors[J].Psychological science,2016,27(3):331-344.
[53]Byron K,Khazanchi S.Rewards and creative performance:a meta-analytic test of theoretically derived hypotheses.[J].Psychological Bulletin,2012,138(4):809-30.
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[3]MadanAnnavarjula,RameshMohan.Impact of technological innovation capabilities on the market value of firms[J].Journal of Information&Knowledge Management,2009,08(3):241-250.
[4]Amabile T M.A model of creativity and innovation in organizations[J].Research in Organizational Behavior,1988,10(1):123-167.
[5]Lioukas S,Salavou H,Baltas G.Organisational innovation in SMEs:The importance of strategic orientation and competitive structure[J].European Journal of Marketing,2004,17(38):1091-1112.
[6]Pink D H.Drive:the surprising truth about what motivates us[J].Inc,2009,134(19):73-74.
[7]Bartol K M,Srivastava A.Encouraging knowledge sharing:the role of organizational reward systems[J].Journal of Leadership&Organizational Studies,2002,9(1):64-76.
[8]Kanungo R N,Hartwick J.An alternative to the intrinsic-extrinsic dichotomy of work rewards[J].Journal of Management,1987,13(4):751-766.
[9]Grant A M.Leading with meaning:beneficiary contact,prosocial impact,and the performance effects of transformational leadership[J].Academy of Management Journal,2012,55(2):458-476.
[10]Bar-Am N.The structure of scientific revolutions,50th[J].Philosophy of the Social Sciences,2014,44(5):688-701.
[11]Anderson N,Potocnik K,Zhou J.Innovation and creativity in organizations:A state-of-the-science review,prospective commentary,and guiding framework[J].Journal of Management,2014,40(5):1297-1333.
[12]马喜芳,颜世富.变革型领导一定比交易型领导更有效吗?CEO领导风格、组织激励对组织绩效的协同性研究[J].中国人力资源开发,2015,24(19):47-55.
[13]Khandwalla P N.Viable and effective organizational designs of firms[J].Academy of Management Journal,1973,16(3):481-495.
[14]Ellinger A E,Keller S B,Ellinger A D.Developing interdepartmental integration:An evaluation of three strategic approaches for performance improvement[J].Performance Improvement Quarterly,2000,13(3):41-59.
[15]Ryan R M,Deci E L.Chapter 2-When rewards compete with nature:The undermining of intrinsic motivation and Self-Regulation[J].Intrinsic&Extrinsic Motivation,2000:13-54.
[16]Amabile T M.Motivational synergy:Toward new conceptualizations of intrinsic and extrinsic motivation in the workplace[J].Human Resource Management Review,1993,3(3):185-201.
[17]Grant A M.Does intrinsic motivation fuel the prosocial fire?Motivational synergy in predicting persistence,performance,and productivity[J].Journal of Applied Psychology,2008,93(1):48-58.
[18]Podsakoff P M,Todor W D.Effects of organizational formalization on alienation among professionals and nonprofessionals[J].Academy of Management Journal,1986,29(4):820-831.
[19]Weber M.The theory of social and economic organization[M].New York:Simon and Schuster,2009.
[20]Pugh D S,Hickson D J,Hinings C R,et al.Dimensions of organization structure[J].Administrative science quarterly,1968,13(1):65-105.
[21]Kerr J,Slocum J W.Managing corporate culture through reward systems[J].The Academy of Management Executive,1987,12(2):99-107.
[22]Bushardt S C,Glascoff D W,Doty D H.Organizational culture,formal reward structure,and effective strategy implementation:Aconceptual model[J].Journal of Organizational Culture Communications&Conflict,2011,15(2):57-70.
[23]Armstrong M,Murlis H.Reward management:A handbook of remuneration strategy and practice[M].London:Kogan Page Publishers,2007.
[24]Jia L,Shaw J D,Tsui A S,et al.A social-structural perspective on employee-organization relationships and team creativity[J].Academy of Management Journal,2014,57(3):869-891.
[25]耿紫珍,刘新梅,杨晨辉.战略导向、外部知识获取对组织创造力的影响[J].南开管理评论,2012,15(4):15-27.
[26]马喜芳,颜世富.创业导向对组织创造力的作用机制研究--基于组织情境视角[J].研究与发展管理,2016,28(1):73-83.
[27]Ekvall G.Organizational climate for creativity and innovation[J].European Journal of Work and Organizational Psychology,1996,5(1):105-123.
[28]Scott S G,Bruce R A.Determinants of innovative behavior:A path model of individual innovation in the workplace[J].Academy of Management Journal,1994,37(3):580-607.
[29]Amabile T M.Creativity in context:Update to the social psychology of creativity[M].Boulder,CO:Westview Press,1996.
[30]Pascale R T,Athos A G.The art of Japanese management[J].Business Horizons,1981,24(6):83-85.
[31]Crainer S.The management century:A critical review of 20th century thought and practice[M].San Francisco:Jossey-Bass,2000.
[32]Amabile T M.How to kill creativity[M].Boston:Harvard Business School Publishing,1998.
[33]GagnéM,Deci E L.Self‐determination theory and work motivation[J].Journal of Organizational Behavior,2005,26(4):331-362.
[34]Keith James,Marc Brodersen,Jacob Eisenberg.Workplace affect and workplace creativity:A review and preliminary model[J].Human Performance,2004,17(2):169-194.
[35]马君,刘婷.重赏之下必有勇夫?研发人员的工作价值需求与激励错位对创造力的抑制[J].管理评论,2015,27(7):94-104.
[36]Gomez-Mejia L R.Structure and process of diversification,compensation strategy,and firm performance[J].Strategic Management Journal,1992,13(5):381-397.
[37]Shipton H,West M A,Dawson J,et al.HRM as a predictor of innovation[J].Human Resource Management Journal,2006,16(1):3-27.
[38]Fang L C,Saini D S.(How)Does the HR strategy support an innovation oriented business strategy?An investigation of institutional context and organizational practices in Indian firms[J].Human Resource Management,2010,49(3):477-500.
[39]Deci E L,Ryan R M.The support of autonomy and the control of behavior.[J].Journal of Personality&Social Psychology,1987,53(6):1024-37.
[40]曾维和.后新公共管理时代的跨部门协同--评希克斯的整体政府理论[J].社会科学,2012,12(5):36-47.
[41]Kahn K B,Mentzer J T.Marketing’s Integration with Other Departments[J].Journal of Business Research,1998,42(1):53-62.
[42]Clark K B,Fujimoto T.Product development performance:Strategy,organization,and management in the world auto industry[M].Boston:Ed.HBS Press,1991.
[43]Henderson R,Cockburn I.Measuring competence?Exploring firm effects in pharmaceutical research[J].Strategic Management Journal,1994,15(S1):63-84.
[44]De Boer M,Van Den Bosch F A J,Volberda H W.Managing organizational knowledge integration in the emerging multimedia complex[J].Journal of Management Studies,1999,36(3):379-398.
[45]Inkpen A C,Dinur A.Knowledge management processes and international joint ventures[J].Organization Science,1998,9(4):454-468.
[46]Camelo-Ordaz C,Garcia-Cruz J,Sousa-Ginel E,et al.The influence of human resource management on knowledge sharing and innovation in Spain:the mediating role of affective commitment[J].The International Journal of Human Resource Management,2011,22(07):1442-1463.
[47]Appley D G,Winder A E.An evolving definition of collaboration and some implications for the world of work[J].The Journal of Applied Behavioral Science,1977,13(3):279-291.
[48]Woodman R W,Sawyer J E,Griffin R W.Toward a theory of organizational creativity[J].Academy of Management Review,1993,18(2):293-321.
[49]Taylor F W.The principles of scientific management[M].New York:Harper,1914.
[50]Kohn A.By all available means:Cameron and Pierce’s defense of extrinsic motivators[J].Review of Educational Research,1996,66(1):1-4.
[51]马君.从绩效导向到价值自觉--员工激励模式变革的心理学视角[J].北大商业评论,2015,12(4):005.
[52]Gasiorowska A,Chaplin L N,Zaleskiewicz T,et al.Money Cues Increase Agency and Decrease Prosociality Among Children:Early Signs of Market-Mode Behaviors[J].Psychological science,2016,27(3):331-344.
[53]Byron K,Khazanchi S.Rewards and creative performance:a meta-analytic test of theoretically derived hypotheses.[J].Psychological Bulletin,2012,138(4):809-30.
[54]Pare G,Tremblay M.The influence of high-involvement human resources practices,procedural justice,organizational commitment,and citizenship behaviors on information technology professionals'turnover intentions[J].Group&Organization Management,2007,32(32):326-357.
[55]Eisenberger R,Cameron J.Detrimental effects of reward:Reality or myth?[J].American Psychologist,1996,51(11):1153.
[56]Andrews M C,Kacmar K M.Discriminating among organizational politics,justice,and support[J].Journal of Organizational Behavior,2001,22(4):347-366.
[57]Hadfield G K.Problematic relations:franchising and the law of incomplete contracts[J].Stanford Law Review,1990,42(4):927-992.
[58]Bester H,Kr?hmer D.Exit options in incomplete contracts with asymmetric information[J].Journal of Economic Theory,2012,147(5):1947-1968.
[59]Gersick C J G,Hackman J R.Habitual routines in task-performing groups[J].Organizational Behavior and Human Decision Processes,1990,47(1):65-97.
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