【作者】 魏巍；

【导师】 彭纪生；

【作者基本信息】 南京大学 ， 工商管理， 2018， 博士

【摘要】 高绩效人力资源系统是一系列人力资源管理实践的组合,在环境动态性和不确定性不断提高背景下,高绩效人力资源系统对员工和组织创新的影响受到广泛关注。大量研究表明高绩效人力资源系统通过积极影响员工态度,进而促进员工将一系列的积极态度转化为有利于创新的行为产出。然而,还有部分学者提出高绩效人力资源系统可能激发员工的外在动机,对员工创新的内在动机具有“挤出”效应。此外,高绩效人力资源系统会给员工完成绩效指标带来巨大的压力,导致他们情绪焦虑,角色超载,从而不利于员工创造力。那么,这些不同的结论是否是相矛盾的?因此,我们有必要重新审视高绩效人力资源系统与员工创造力之间的关系。系统分析高绩效人力资源系统对员工创造力的影响,探求现有关于两者关系研究结论不一致产生的原因。通过文献梳理发现,现有关于高绩效人力资源系统与员工创造力关系的研究,大多将员工创造力作为一维变量,而事实上创造力涵盖了从微小的修正到根本上的突破,采用单一变量难以准确反映高绩效人力资源系统对不同类型创造力的影响,可能造成研究结论的不一致问题。基于此,本研究采用Madjar(2011)对创造力的划分方式,将员工创造力细分为突破式创造力和利用式创造力,考察高绩效人力资源系统对两种类型创造力的影响,并对不同类型创造力的影响差异性进行比较,以融合现有研究结论不一致的问题。根据工作要求-资源模型,高绩效人力资源系统被视为是一系列工作资源和要求的集合体。资源保存理论假定人们会努力获取、保存、保护和培养他们重视的资源。高绩效人力资源系统包含的资源会引发员工对资源获得的感知,同时,对员工高工作要求会引发员工潜在的资源损失,进而对环境做出反应及应对。因此,本文依据资源保存理论综合反映高绩效人力资源系统对不同类型创造力的影响及作用机制。此外,根据资源保存理论,组织内存在多种资源,资源之间相互影响。因此,不仅要考虑高绩效人力资源系统本身的资源,也要考虑其他形式资源对高绩效人力资源系统资源的影响。团队领导作为组织的代理人掌握着许多“有形的资源”(如工资、奖金)和“无形的资源”(如认可、鼓励、表扬)。据此,我们认为团队层面领导方式是高绩效人力资源系统资源产生作用的重要条件。本研究考察团队层面变革型领导和交易型领导对高绩效人力资源系统与员工目标导向(学习目标导向和绩效风险回避)关系的调节作用,以及通过员工目标导向对员工突破式创造力和利用式创造力间接效应的调节作用。通过对金融、咨询、工业设计与制造、广告等行业的13家企业的33个工作团队发放问卷,最终获得29份主管问卷和285份员工问卷,运用跨层次路径分析检验高绩效人力资源系统对员工突破式创造力和利用式创造力的主效应、中介效应和调节效应。结果发现,高绩效人力资源系统对员工突破式创造力具有“双刃剑”效应,一方面,高绩效人力资源系统通过学习目标导向对员工突破式创造力具有正向影响;另一方面,通过绩效风险回避的中介作用对员工突破式创造力产生负向影响。同时,高绩效人力资源系统对员工利用式创造力具有正向影响,学习目标导向在两者关系中具有正向的中介作用。调节效应研究发现,团队层面变革型领导正向调节高绩效人力资源系统与突破式创造力和利用式创造力的关系。团队层面交易型领导负向调节对高绩效人力资源系统与员工突破式创造力的关系,而对高绩效人力资源系统与利用式创造力关系的调节作用不显著。研究结论启示管理者在实践中需要对高绩效人力资源资源系统的“双刃剑”作用有全面认知,提升突破式创造力关键在于增强员工的学习目标导向,从而促进突破式创造力。同时降低员工的工作负担和压力,减少突破式创造力潜在的资源消耗。此外,企业应该加深对员工基于目标导向内容的理解,在团队领导方式上,管理者应认知和发挥变革型领导风格优势,抑制交易型领导作风的负面效应。更多还原

【Abstract】 High performance work systems(HPWS)are a complementarity cluster of human resource management practices.Under the background of environmental dynamics and uncertainties,the impact of high performance human resource system on employee and organizational innovation has attracted wide attention.Many researchers have demonstrated that HPWS have positive effects on employees’ attitude,and then promote employees to turn their attitudes into positive innovation behavior.However,some scholars have suggested that HPWS may stimulate more employees’ extrinsic motivation,and have cracking out effect on intrinsic motivation of employee innovaiton.Furthermore,High-performance human resources system will bring tremendous pressure to employees to complete performance indicators,resulting in their emotional anxiety,role overload,which is detrimental to employee creativity.Are these different conclusions contradictory?It is necessary to re-examine the relationship between high-performance human resource systems and employee creativity.Based on the literature review,the study finds that most of the current studies of the relationship between HPWS and employees’ creativity treat employee creativity as a one-dimensional variable.It is believed that creativity is homogeneous.In fact,creativity covers from minor amendments to fundamental breakthroughs.It is difficult to accurately reflect the impact of different kind of creativity by using a single variable,which may lead to inconsistencies in research conclusions.Therefore,We adopt viewpoint of Madjar et al.(2011)dividing creativity into radical creativity and incremental creativity.By studying the impact of high performance human resource system on different types of creativity,we can compare the differences between different types of creativity.it is possible to integrate the inconsistant conclusions of existing research.According to job demands-resources model,HPWS is a combination of series of work resources and requirements.Resource conservation theory assumes that people will strive to acquire,preserve,protect and cultivate the resources they value.The resources contained in the HPWS will arouse employees’ perception of resource acquistion.High requirements of employees will lead to potential loss of resources,thereby enabling employees to respond to the environment.Therefore,according to the theory of resource preservation,this paper comprehensively reflects the impact of HPWS on different types of creativity and the mechanisms.In addition,the theory of resource conservation holds that there are multiple resources in the organization,and resources interact with each other.Therefore,we should not only consider the HPWS resources,but also consider the impact of other forms of resources on the HPWS resources.Team leaders as agents of organization have many "tangible resources"(such as salaries,bonuses)and "intangible resources"(such as recognition,encouragement,praise)。Accordingly,we believe that team level leadership is an important condition for the performance of HPWS.This study further examines the multilevel moderated effect of transformational and transactional leadership on the relationship between HPWS and and radical creativity and incremental creativity through indirect effect of employees’ goal orientationQuestionnaires were distributed to 33 working teams from 13 enterprises in finance,consulting,industrial design and manufacturing,advertising and other industries.Finally,29 supervisor questionnaires and 285 employee questionnaires were obtained.The cross level path analysis is used to test the main effect,mediated effect and moderated effect of the relationship between HPWS and employees’radical/incremental creativity.The results show that the HPWS has a double-edged sword effect on employees’ radical creativity.On one hand,HPWS has a significant positive impact on employees’ radical creativity through the mediation of learning goal orientation.On the other hand,HPWS has a significant negtive impact on employees’ radical creativity through the mediation of performance-avoid goal orientation.Meanwhile,HPWS has positive effect on employees’ incremental creativity through the mediation effect of learning goal orientation,but the mediation effect of performance-avoid goal orientation between HPWS and incremental creativity is not significant.The results of moderating effect shows that transformational leadership at the team level positively moderates the indirect effect of HPWS on radical creativity and incremental creativity through learning goal orientation.Team level transactional leadership negatively moderates the indirect effect of HPWS on radical creativity through performance goal orientationThese results indicates managers need to have a comprehensive understanding of the "double-edged sword" function of HPWS.The key to improving radical creativity is to enhance employees learning goal orientation.At the same time,the employees’work burden and pressure can be alleviated to reduce the potential resource lossing of radical creativity.At the same time,the enterprise should deepen the understanding of the staff based on the goal oriented content.Besides,in team leadership,managers should recognize and play the advantage of transformational leadership style,meanwhile curb the negative effects of transactional leadership style.更多还原