【作者】 刘燕；

【导师】 于桂兰；

【作者基本信息】 吉林大学 ， 企业管理， 2014， 博士

【摘要】 心理契约理论对理解员工与组织的雇佣关系有着重大的贡献（Thomas et al.，2003；Aaron Cohen，2012）。作为理解员工态度和行为的核心要素（Neil Conwayet al.，2002），早在20世纪90年代中后期，该理论在西方学者中就受到广泛关注（Robinson et al.，1994，1995，1996；Hiltrop，1995；Morrison et al.，1997；Turnley et al.，1998；Rousseau，1999）。心理契约理论是雇佣关系的重要理论框架。近30年来，丰富的实证研究表明：员工认为，组织没有充分履行其责任，即心理契约违背现象（psychological contract violation），在当代组织中普遍存在（Susannna Lo，2003）。心理契约违背会破坏雇佣关系的基础，当员工感知到组织未充分履行责任时，会直接降低工作满意度，进而采取相应的行为选择策略。研究者和管理者应对其作用机制有所认识，但目前鲜有系统性的研究予以关注。员工对工作不满意的反应是组织行为研究史上最重要的主题之一，任何组织都难以保证始终如一的高工作满意度（Rusbult，1988）。员工应对工作不满所作出的行为选择是当今企业人力资源管理实践中无法回避的问题。员工行为选择策略，即退出行为（exit）、建言行为（voice）、忠诚行为（loyalty）、忽视行为（neglect）等直接影响着组织日常运行，甚至关乎组织的命运和自身的竞争优势。研究者们普遍认为，在描述员工面对组织的问题而进行不同的策略选择时，使用“员工行为选择”这个术语最为恰当（Dan Farrell，1988；Hagedoorn，1999；Hsin-HuaHsiung et al.，2012；Steven Si&Yi Li，2012）。然而，当前对员工心理契约违背导致工作不满意，工作不满意引发员工行为选择策略的关系研究仅仅是局部的，没有形成心理契约违背—工作满意度—员工行为选择策略的整合研究，更鲜有考虑变量关系之间的情境影响，系统地揭示变量之间的关系和作用机理。此外，在工作场所中，员工遭遇心理契约违背后，可能在组织中会面对两个问题：一是工作本身的客观现实问题；二是与直接领导的关系。工作本身的客观现实问题是指员工面临着一些与组织和社区相关的因素，这些因素使员工不得不依附或嵌入他们的工作中而难以离开。Mitchell et al.（2001）验证了工作嵌入性与员工工作行为与工作态度之间的相关关系，发现工作嵌入对员工自动离职行为具有强大预测力。与直接领导的关系，可以用“领导—部属交换关系”这一术语来概括。MarjoRiitta Parzefall（2010）指出，雇主的代理人可以最大限度地降低员工心理契约违背的负面影响。而雇主的代理人不限于主管、中高层管理者和股东等，部属与直接领导的交换关系在某种程度上可能调节员工因心理契约违背导致的负面影响。因此，针对以上问题，本研究在梳理前人文献及探索性研究的基础上，构建了“心理契约违背—工作满意度—员工行为选择策略”的中介作用路径模型；并构建了全效应调节模型，分别探讨了工作嵌入与领导—部属交换关系这两个变量的调节作用。通过对10名员工的深度访谈、783份样本问卷的收集，对理论模型进行了整合与检验。本研究得出的主要结论有：（1）心理契约违背对退出行为、忽视行为有显著正向影响，对忠诚行为有显著负向影响，但与建言行为无关；（2）工作满意度在心理契约违背与退出行为、忠诚行为选择中起完全中介作用；（3）使用Bootstrapping对调节作用的显著性进行了检验，得出工作嵌入在心理契约违背、工作满意度对退出行为正向影响中起到部分调节作用，工作嵌入的间接效应存在显著的差异，即心理契约违背导致工作满意度下降，工作满意度下降引发退出行为，工作嵌入在这个过程中，间接地负向调节了心理契约违背对退出行为的正向影响作用；（4）工作嵌入在心理契约违背、工作满意度到忠诚行为路径中起到部分调节作用，工作嵌入的间接效应存在显著的差异，即心理契约违背导致工作满意度下降，工作满意度下降引发忠诚的降低，工作嵌入在这个过程中，间接地负向调节了心理契约违背到忠诚行为的关系；（5）使用Bootstrapping对调节作用的显著性进行了检验，得出领导—部属交换关系在心理契约违背、工作满意度到退出行为路径中起到部分调节作用。心理契约违背对退出行为有着较强的直接效应，当心理契约违背通过降低工作满意度引起退出行为时，领导—部属交换关系的缓冲作用是有限的；（6）领导—部属交换关系在心理契约违背、工作满意度与忠诚行为路径中起显著负向调节作用。本研究的理论贡献有：（1）验证了心理契约违背对员工行为选择策略的影响；（2）识别出心理契约违背与员工行为选择策略关系的作用机理；（3）探究了心理契约违背与员工行为选择策略的权变条件。本研究也提供了一定的管理启示：（1）企业经营者要深刻认识到人力资源是组织最宝贵的财富，提升管理水平，向员工传递清晰的组织责任，谨防主观夸大其词、虚假信息的传播。管控心理契约产生的来源，从员工入职、培训、组织文化和管理制度等方方面面做到统一口径，特别是要注意员工手册的规范性。（2）管理者应定期开展工作满意度调查工作，保持良好的雇佣关系水平。在组织中存在心理契约违背的情况下，如何通过其他适当措施提升员工工作满意度，是管理者降低负面行为的危害，提高员工忠诚行为的重要手段。（3）工作嵌入为人力资源管理提供了新的视角。工作嵌入区分与工作满意度、组织承诺等主观因素，从组织层面、社区方面等客观因素入手，关注个体与工作的嵌入程度。（4）推行直线经理承担人力资源管理的部分职能。人力资源管理理念应深入组织各级管理者内心，直接管理者与下属员工的关系非常重要，要特别关注组织中的核心人才，领导与部属之间的关系在一定程度上改善心理契约违背对员工退出行为的影响，增进员工忠诚行为。更多还原

【Abstract】 Psychological contract theory has the significant contribution in understandingthe relations between employee and organization（Thomas et al., Aaron,2003；Cohen,2012）. As the core elements of understanding employee attitudes and behaviors（Neil Conway et al.,2002）, back in1990’s, this theory has received extensiveattention in western academia （Robinson et al.，1994，1995，1996；Hiltrop，1995；Morrison et al.，1997；Turnley et al.，1998；Rousseau，1999）. Psychological contracttheory is an important theoretical framework of employment relationship. In the past30years, lots of empirical studies show that: psychological contract violation（namely,employees thought organization did not fully perform its responsibility）phenomenongenerally exists in contemporary organizations （Susannna Lo,2003）. Psychologicalcontract violation will destroy the foundation of employment relationship, whenemployees perceive organizational not fully fulfill the responsibility, will directlyreduce their job satisfaction, and then take the corresponding behavioral option. So,researchers and administrators should know the mechanism of them, but the presentresearch little attention.Employees’ reaction for job dissatisfaction is one of the most important subjectsin organization behavior area；any organization is difficult to always guarantee thehigh job satisfaction （Rusbult,1988）. The behavior choice for job dissatisfaction isan inevitable topic in today’s human resources management practice. Employeebehavioral options （namely exit, voice, loyalty, neglect）, directly affects theorganization’s daily operation, even organization’s future and competitive advantage.Researchers generally believe that the term of "behavioral option"（EVLN model）ismost appropriate to descript employees’ different choose strategies when faceorganizational issues（Dan Farrell,1988；Hagedoorn,1999；Hsin-Hua Hsiung et al.,2012；Steven Li Si&Yi,2012）. However, the current study on psychological contract violation and jobdissatisfaction, job dissatisfaction and employee behavioral options, is just partial, notform a integration study of psychological contract violation-job satisfaction-employee behavioral options, and seldom consider the situational influences betweenthese variables, system reveal the relationship and mechanism of them.In addition, in the workplace, employees suffer psychological contract violation,have to face two problems: one is the practical problem of the work itself；the other isthe relationship with the direct leadership.A practical problem of the work itself refers to employees facing some factors oforganization organizations and community, which make the staff too attached orembedded in their work to leave. Mitchell（2001）validated the relationship of jobembeddedness and employees’ work behavior and attitude, showed the former has astrong predictive power to the latter.The relationship with the direct leadership, usually use the term "leader-memberexchange （LMX）". Marjo Riitta Parzefall （2010） pointed out that the employer’sagent may minimize the negative effects of psychological contract violation. Theemployer’s agent is not limited to middle and senior managers, shareholders, LMXmay moderate this negative effects.Therefore, in view of the above problems, on basic research literature andexploratory research, this study established a mediating path model of " psychologicalcontract violation-job satisfaction-employee behavioral options" and the total effectmoderation model, respectively discusses the moderating effect of job embeddednessand LMX.Through in-depth interviews of10employees and783questionnaires, integrateand test the theory model. The main conclusions are:（1） psychological contractviolation has a significant positive effect for exit and neglect, a negative effect onloyalty, but has nothing to do with voice；（2） job satisfaction is a fully mediated rolebetween psychological contract violation and exit and loyalty；（3） usingBootstrapping test the significance of moderating effect, finding job embeddedness isa partial moderating role on the positive effects between psychological contractviolation, job satisfaction to exit；there are significant differences on indirect effects ofjob embeddedness, namely psychological contract violation lead to job satisfactiondecrease, low job satisfaction lead to exit, job embeddedness has an indirectly negative moderating effect in this relationship；（4）job embeddedness is also a partialmoderating role on between psychological contract violation, job satisfaction toloyalty；there are significant differences on indirect effects of job embeddedness,namely psychological contract violation lead to job satisfaction decrease, low jobsatisfaction lead to low loyalty, job embeddedness has an indirectly negativemoderating effect in this relationship.（5） using Bootstrapping test the significanceof moderating effect, finding LMX is a partial moderating role between psychologicalcontract violation.Psychological contract violation has a direct effect on exit behavior,buffering effect of LMX is limited；（6）LMX plays a significant negative moderatingeffect in the path “psychological contract violation-job satisfaction-loyalty”.The theoretical contributions of this study are:（1）tests the effect psychologicalcontract violation on employee’s behavioral options；（2）identifies the mechanismbetween psychological contract violation and employee’s behavioral options；（3）explores the contingency factors between psychological contract violation andemployee’s behavioral options.This study also provides some inspiration to management:（1）Enterprise operators should have a profound understanding that humanresource is the most valuable wealth of the organization, and enhance the managementlevel, to pass a clear organizational responsibility to employees, beware of spreadingfalse information and superlatives. Then, control the source of psychological contract,employee, make an unify of training, organizational culture, management system andother aspects, especially to pay attention to the standardization of employeehandbook.（2）Managers shall take regular job satisfaction survey to maintain goodemployment relationship. When psychological contract violation cases exist, how toimprove employee job satisfaction through other appropriate measures, is importantmean to reduces the negative behavior and improve employee loyalty.（3）Job embeddedness provides a new perspective for the human resourcemanagement. The distinction between job satisfaction and organizational commitment,attending to the degree of individual and work’ embedding from the aspects oforganizational, community and other objective factors.（4）Support line manager take part function of human resources management. The concept of human resources management should be further organized at all levelsof management, the relationship between direct managers and subordinates are veryimportant, pay special attention to the core talents, LMX improves the effect onpsychological contract violation to exit in a certain degree, and enhance employeeloyalty.更多还原