【作者】 刘欣；

【导师】 谢晋宇；

【作者基本信息】 四川大学 ， 工商管理， 2023， 博士

【摘要】 数字化时代下,组织形态、职务世界和雇佣模式等正在发生根本性转变,快速变化的内外部环境和激烈的竞争为组织的人力资源管理带来了新挑战,尤其是具有新生弱性的初创组织。人成为组织超越以往发展模式,以“驾驭不确定性”和“建构持续的竞争力”为出发点,获取竞争优势的关键。与此同时,个体不再仅将职业视为谋生工具,更视为实现自我价值和自我认同的途径,在工作过程中更加关注自我的成长需求。组织—员工关系正在由“纯粹雇佣”转向“合作共生”,处理好与员工的关系尤其对初创企业来说是生存的关键。因此,如何赋予员工持续竞争力和创造力,激活其工作价值感和使命感以实现组织-员工共生发展,成为当下学术界和实践界共同的呼声。现有研究针对该议题也进行了很多前瞻性探索,如包容性人力资源实践、发展型人力资源实践及平台化人力资源实践等。这些研究和实践背后均有相同的理念:将员工纳入人力资源管理的核心,为员工提供资源、平台和机会,促进其与组织的协同发展。可以看出,组织人力资源实践不再仅仅以组织绩效为焦点,员工在组织中的重要作用和角色转变已经受到关注。而初创企业受到环境和规模等因素限制,对员工有着更高的依赖性和更深层的粘性,这样相互依赖、相互共存的独特关系特征,作为共生关系的核心内涵,值得引起人们的关注。但遗憾的是,已有的探索和结论是以大型成熟组织为主要研究对象,缺乏对初创企业人力资源实践的关注。由于受到各方资源限制和生存环境威胁,初创企业与大型成熟组织在战略特征、发展需求、员工关系等方面存在显著差异(如环境脆弱性、非正式性、关系的亲近性等),而这些因素是影响人力资源管理实践性质和特征的关键信息。战略人力资源管理的权变观点也指出,人力资源实践要与企业战略、发展阶段、动态特征等相契合。因此,越来越多的学者呼吁进行专门针对中小企业(包括初创企业)人力资源管理的研究,如果不加批判地将现有的人力资源实践做法运用到初创企业,不仅会阻碍初创企业人力资源实践研究的进展,而且无法真正解决初创企业所面临的问题。虽然有学者也发现成熟组织人力资源实践对初创企业绩效具有积极影响,但正式而复杂的人力资源实践在初创企业的适用性和价值仍存在“较大争议”。所以说,超越普遍性立场,探索专门针对初创企业更适当的概念化人力资源实践是迫切和重要的。本研究基于“初创企业人力资源实践的特征和落地过程”,通过滚雪球的方式,最终聚焦于知识和人才密集度高的非科技类新兴服务业,选取了8家符合条件的初创企业为研究对象。本文采用探索性多案例研究和建构主义扎根理论方法,对8家企业中创始人、员工及HR角色扮演者等人进行了23次正式深度访谈和9次补充访谈,同时结合大量的二手资料,提出了“共生型人力资源实践”这一核心概念,并围绕这一概念开展了四个子研究:(1)对共生型人力资源实践的概念、特征、实施控制点和结果进行研究;(2)由于共生型人力资源实践以价值共创理念为指导,本研究对初创企业影响组织和员工价值共创行为模式的关键要素、各要素之间的内在关联以及各要素共同作用结果下价值共创行为模式的类型进行了划分,并就不同类型的价值共创行为模式进行了命名、定义和比较;(3)对不同价值共创行为模式下共生型人力资源实践的落地过程和运行机制进行研究;(4)对共生型人力资源实践有效性的保障策略进行研究。最后,本研究构建了初创企业共生型人力资源实践落地过程和运行机制的整合模型图。本研究得出了如下结论:(1)共生型人力资源实践是初创企业组织和员工基于“价值共创”关系理念下人力资源管理的新模式。相比其他人力资源实践模式,共生型人力资源实践以价值共创理念为指导,其强调联结和赋能两大运行机制,最终实现组织和员工的互利共生。共生型人力资源实践主要特征有:互为主体性、灵活运作性、高效互动性和协同发展性。初创企业的管理者在实施共生型人力资源实践过程中,一方面需要特别注意HR角色的扮演和HR任务的分配;另一方面需要处理好关系张力、权力张力和风险张力。共生型人力资源实践会对初创企业的组织能力和组织绩效,对个体的情感承诺以及工作满意度产生积极影响,但在不同的组织情境下对上述四个方面的作用程度不同。与此同时,共生的方式有多种,本研究聚焦于初创组织,根据其新生弱小和强依赖等特征提出初创企业以互利共生为主,而共生型人力资源实践是否适用于大型成熟组织以及其共生方式是否相同等问题不是本研究的重点,答案有待进一步验证。(2)初创企业内部组织和员工的价值共创行为模式存在不同的类型,受到组织情境及个体特征等关键要素的影响,并从战略层面决定和指引着共生型人力资源实践的具体做法。组织和员工价值共创行为模式受到组织价值主导、创始人关注点、员工角色定位及共创主体互动方式四大关键要素的影响。具体来看,组织价值主导主要有“商业”和“情怀”,创始人关注点分为“关注人”和“关注事”,在此基础上,个体在与创始人互动过程中形成了“推动者”、“建构者”、“执行者”和“合作者”四种角色定位,相应地产生了“交流”、“交心”、“交互”和“交融”四种互动方式。根据组织情境特征(组织价值主导)、个体特征(创始人关注点、员工角色定位)以及互动方式三大要素内在关联和相互作用的结果,组织和员工价值共创行为模式划分为四大类型,分别是:任务主导型、牵引成长型、共享联动型和支持陪伴型。每种价值共创行为模式都会存在不同的行为特征和相应的优劣势,但没有绝对的好坏之分,因此,组织在实践过程中应该结合企业发展需要和战略定位,选择适合的价值共创行为模式,同时适当借鉴其他共创模式下的优秀做法,做出最优决策。(3)不同价值共创行为模式下,人力资源实践面临的任务和挑战不同,因此组织会采取不同维度主导的共生型人力资源实践,与此同时人力资源实践反过来会以不同的作用机制服务于组织和员工的价值共创行为。首先,共生型人力资源实践包含招聘筛选、培训学习、职务设计、绩效评估、薪酬激励、其他激励、员工参与、信息分享、职业发展、宗旨文化、自主空间和成长关注等12个主题构念,最终归纳总结为“潜能开发”、“动机激励”、“机会给予”和“意义触发”四个维度。具体来看,任务主导型价值共创行为模式下,人力资源实践以“动机激励”维度为主,并通过“利益联结”和“目标赋能”的作用机制服务;牵引成长型价值共创行为模式下,人力资源实践以“潜能开发”维度为主导,并通过“情感联结”和“知识赋能”的作用机制服务组织;共享联动型价值共创行为模式下,人力资源实践以“机会给予”维度为主导,并通过“资源联结”和“聚势赋能”的作用机制服务组织;支持陪伴型价值共创行为模式下,人力资源实践以“意义触发”维度为主导,并通过“宗旨联结”和“自主赋能”的作用机制服务组织。值得注意的是,每种价值共创模式下共生型人力资源实践是以某个维度为主导,但并代表排斥其他维度,且不同维度主导的个别人力资源实践做法很有可能类似或接近。(4)共生型人力资源实践的有效性需要多方面的保障策略。首先,初创企业需要为共生型人力资源实践提供基本保障策略,如创始人树立共生的管理意识、确立共生的宗旨文化并促进集体达成观念共识;其次,初创企业需要为共生型人力资源实践提供系统支持策略,如搭建超越僵化的组织结构、建立良好的沟通保障机制、提升HR人员的专业能力、做好战略协同性适配;最后,需要对人力资源实践的实施效果提供全过程、多主体和多维度的科学评估策略,这是保障人力资源实践有效性非常关键但最容易被忽略的重要环节。本研究的理论创新有:(1)本研究提出共生型人力资源实践的新概念,不仅有助于加深对初创组织和员工关系的认知,更有可能改变以往关于成熟组织和员工关系的认知。共生型人力资源实践基于价值共创的理念,更加强调员工的主体性和自主性,员工角色定位从过去价值“提供者”变成了真正的价值“创造者”。该概念的提出不仅深入刻画了初创组织的人力资源实践,更是对已有具有相似理念的人力资源实践研究的进一步深化。(2)本研究以初创企业为研究对象,阐释了共生型人力资源实践的具体落地过程和运行机制,推动了现有关于初创企业人力资源实践和理论体系的系统性研究。在明晰共生型人力资源实践所包含主题和维度的基础上,详细阐释了人力资源实践的具体落地过程,探明了共生型人力资源实践“联结”和“赋能”的两大运行机制,并构建出针对初创企业的人力资源实践落地过程和运行机制整合模型。这一结论,进一步加深了人们对初创企业人力资源实践如何落地并发挥作用价值进而服务于组织发展的理解。(3)本研究探究了初创企业内部组织和员工价值共创行为模式,弥补了现有价值共创理论对组织内共创行为关注的不足。析别影响初创企业组织和员工价值共创行为模式的关键要素,归纳出四种不同类型的组织和员工价值共创行为模式,并揭示了不同价值共创行为模式与相应人力资源实践相互作用的内部机理。该结论拓宽了现有价值共创理论的研究范围,并为进一步探讨组织和员工价值共创行为模式与人力资源实践二者之间的内在关联研究提供了一定的研究基础。(4)本研究从AMO理论视角对初创企业人力资源实践进行诠释,丰富了初创企业人力资源实践的研究视角,并为原AMO理论框架增加了第四条“意义触发”新路径。突破现有研究聚焦于“人力资源束”或“人力资源系统”的思维局限,以AMO理论框架为指引,深入探索和描绘了初创企业对员工提升能力、动机和机会等方面具体的、单独的人力资源实践做法,发现相比其他类型人力资源实践以AMO框架来解释人力资源实践与绩效之间的关系,共生型人力资源实践对员工AMO这几个方面的提升是为了实现二者的价值共创,而非提升组织绩效。同时,本研究发现初创组织在促进员工工作意义建构(Sense-making)方面的关键人力资源做法,该结论不仅是共生型人力资源实践在AMO各维度与其他类型人力资源实践最本质的区别,而且是对AMO理论框架的进一步扩充和延展。本研究对初创企业的管理者及人力资源角色扮演者等都具有重要指导意义。既有助于初创企业管理者重新认识组织和员工关系,树立共生的管理理念,选择和制定合适的人力资源实践并保障其有效实施,同时也为初创企业丰富员工生涯管理策略,进而更好地吸引和留住人才提供了重要的参考价值。然而,由于研究条件的限制,本研究在研究方法、样本范围、样本追踪、研究结论推广等方面还存在局限。未来还可对共生型人力资源实践是否适用于大型成熟组织、共生型人力资源实践的动态演化过程、共生型人力资源实践的量表开发及有效性测量、组织和员工其他价值共创行为等方面开展进一步深入研究。更多还原

【Abstract】 In the digital age,the organization form,job world and employment mode are undergoing fundamental changes,and the fast-changing internal and external environment and fierce competition bring challenges to the organization’s human resource management.The core of organizational management takes"managing uncertainty"and"building sustainable competitiveness"as the starting point,and people are the key to surpass the previous development mode and gain competitive advantages.At the same time,individuals no longer regard occupation as a livelihood tool,but more as a way to realize self-value and self-identity,and pay more attention to their growth needs in the process of work.The organization-employee relationship is shifting from"pure employment"to"co-existence",and managing the relationship with employees is the key to survival,especially for start-ups.Therefore,how to give employees sustainable competitiveness and creativity,activate their sense of work value and mission to achieve organization-employee symbiotic development has become the common voice of the current academic and practical circles.Existing studies have also conducted a lot of prospective explorations on this topic,such as inclusive human resource practices,developmental human resource practices and platform-based human resource practices.These practices all have the same idea behind them:to put employees at the heart of human resource management,to provide them with resources,platforms and opportunities to promote their synergistic development with the organization.It can be seen that organizational human resources practice is no longer only focused on organizational performance,and the important role and role change of employees in the organization have been seen.In particular,due to the weakness of the new generation,start-ups have higher dependence on employees and deeper stickiness,and the uniqueness and complexity of the relationship between their organizations and employees deserve more attention.However,it is a pity that the existing explorations and conclusions are mainly focused on large mature organizations,and lack of attention to the human resource practice of start-ups.Due to resource constraints and environmental threats,start-ups differ greatly from large mature organizations in terms of strategic characteristics,development needs and employee relations(such as environmental vulnerability,informality,closeness to relationships,etc.).These factors are key information that affect the nature and characteristics of human resource management practices.The contingency view of strategic human resource management also points out that human resource practice should fit with enterprise strategy,development stage and dynamic characteristics.Therefore,more and more scholars are calling for research specifically on human resource management in small and medium-sized enterprises(including start-ups).If existing human resource practices are applied to start-ups uncritically,it will not only hinder the progress of research on human resource practice in start-ups,but also fail to truly solve the problems faced by start-ups.Although some scholars have also found that human resource practices in mature organizations have a positive impact on the performance of start-ups,the applicability and value of formal and complex human resource practices in start-ups is still"controversial".Therefore,it is urgent and important to go beyond the universal position and explore more appropriate conceptual HR practices specifically for start-ups.The theme of this study is based on"the characteristics and landing process of human resource practice in start-ups".Through a snowball approach,this study finally focuses on the non-technology emerging service industry with high knowledge and talent intensity,and selects 8 eligible start-ups as the research objects.This paper adopts exploratory multi-case study and constructivism rooted theory,this paper conducted 23 formal in-depth interviews and 9 supplementary interviews with founders,employees and HR role players in 8 enterprises,and combined with a large number of secondary materials,the core concept of"symbiotic human resource practice"(SHRP)is proposed,and four sub-studies are carried out around this concept:(1)the concept,characteristics,implementation control points and results of SHRP are studied;(2)As the practice of symbiotic human resources is guided by the concept of value co-creation,this study divides the key factors that affect the behavior pattern of value co-creation of organizations and employees in start-ups,the internal correlation between each factor and the types of value co-creation behavior patterns as a result of the joint action of each factor,and names,defines and compares different types of value co-creation behavior patterns;(3)Research the landing process and operation mechanism of SHRP under different value co-creation behavior models;(4)Research on the guarantee strategy of the effectiveness of SHRP.This study draws the following conclusions:(1)Symbiotic human resource practice is a new model of human resource management between start-up organizations and employees based on the new relationship concept of"value co-creation".Compared with other human resource practice models,SHRP is guided by the concept of value co-creation,which emphasizes the two operating mechanisms of connection and empowerment,and ultimately realizes the mutual benefit and symbiosis between organizations and employees.The main characteristics of the SHRP are:mutual subjectivity,flexible operation,efficient interaction and cooperative development.In the process of implementing the SHRP,the managers of start-up enterprises need to pay special attention to the role of HR and the assignment of HR tasks.On the other hand,it is necessary to deal with the relationship tension,power tension and risk tension.Symbiotic human resource practice will have a positive impact on the organizational ability and organizational performance of start-ups,individual emotional commitment and job satisfaction,but the effects on the above four aspects are different in different organizational contexts.At the same time,there are various ways of symbiosis.This study focuses on start-up organizations,and proposes that start-ups are mainly mutually-beneficial based on the characteristics of their new weak and strong dependence.However,whether symbiotic human resource practices are applicable to large mature organizations and whether their symbiotic ways are the same are not the focus of this study,and the answers need to be further verified.(2)There are different types of value co-creation behavior patterns of organizations and employees in start-ups.They are influenced by key factors such as organizational context and individual characteristics,and determine and guide the specific practices of symbiotic human resource practice from the strategic level.The organizational and employees’value co-creation model is influenced by four key factors:organizational value orientation,founder’s concern,employees’role positioning and co-creation main body interaction.Specifically,the organizational value orientation mainly includes"business"and"feelings",and the founders’concerns are divided into"people focus"and"things focus".On this basis,individuals form four role positions of"promoter","builder","performer"and"partner"during the interaction with the founders.Accordingly,there are four interactive ways:"communication","heart-to-heart","interaction"and"blending".According to the internal correlation and interaction results of the three elements of organizational context characteristics(organizational value orientation),individual characteristics(founder concerns,employee role positioning)and interaction mode,the value co-creation behavior pattern of organizations and employees can be divided into four types:task-oriented,growth-oriented,shared and connected,and supportive and accompanying.Each value co-creation mode has different behavioral characteristics and corresponding advantages and disadvantages,but there is no absolute good or bad.Therefore,in the practice process,the organization should combine the development needs and strategic positioning of the enterprise,select the appropriate value co-creation mode,and appropriately learn from the excellent practices of other co-creation modes to make the best decision.(3)Under different modes of value co-creation,human resource practices face different tasks and challenges,so organizations will adopt different SHRP.Meanwhile,human resource practices will in turn serve the value co-creation behaviors of organizations and employees with different mechanisms.First of all,the SHRP includes 12 thematic constructs such as recruitment screening,training and learning,job design,performance evaluation,salary incentive,other incentives,employee participation,information sharing,career development,purpose culture,autonomy space and growth concern.Finally,it can be summarized into four dimensions:"potential development","motivation","opportunity giving"and"meaning triggering".Specifically,under the task-oriented value co-creation model,human resource practice mainly focuses on the dimension of"motivation",and serves through the mechanism of"benefit linkage"and"goal empowerment".Under the growth-oriented value co-creation model,human resource practice is guided by the dimension of"potential development"and serves the organization through the mechanism of"emotional connection"and"knowledge empowerment".Under the mode of shared and connected value co-creation,human resource practice is guided by the dimension of"opportunity giving",and serves the organization through the mechanism of"resource connection"and"gathering potential empowerment".Under the collaborative and chaperon-type value co-creation model,the human resource practice is guided by the dimension of"meaning trigger"and serves the organization through the mechanism of"mission connection"and"autonomous empowerment".It is worth noting that the symbiotic human resource practice under each value co-creation model is dominated by a certain dimension,but it does not mean that other dimensions are excluded,and individual human resource practices dominated by different dimensions are likely to be similar or similar.(4)The effectiveness of the SHRP needs various guarantee strategies.First of all,start-ups need to provide basic guarantee strategies for SHRP,such as founders establishing symbiotic management consciousness,establishing a symbiotic purpose culture and promoting collective consensus.Secondly,start-ups need to provide systematic support strategies for SHRP,such as building a more rigid organizational structure,establishing a good communication guarantee mechanism,improving the professional ability of HR personnel,and making good strategic collaborative adaptation.Finally,it is necessary to provide the whole process,multi-agent and multi-dimensional scientific evaluation strategy for the implementation effect of human resources practice,which is a very key but most easily ignored important link to ensure the effectiveness of human resources practice.The theoretical innovations of this study are as follows:(1)This study proposes a new concept of symbiotic human resource practice,which not only helps deepen the understanding of the relationship between start-up organizations and employees,but also may change the previous understanding of the relationship between mature organizations and employees.Based on the concept of value co-creation,the symbiotic human resource practice emphasizes the subjectivity and autonomy of employees,and the role positioning of employees has changed from the past value"provider"to the real value"creator".The proposal of this concept not only deeply describes the human resource practice of start-up organizations,but also further deepens the existing research on human resource practice with similar concepts.(2)This study takes start-up enterprises as the research object,explains the specific landing process and operating mechanism of SHRP,and promotes the existing research on the human resource practice and theoretical system of start-up enterprises.On the basis of clarifying the theme and dimension of SHRP,this paper explains in detail the specific landing process of human resource practice,explores the two operating mechanisms of"connection"and"empowerment"of SHRP,and constructs the integration model of human resource practice landing process and operating mechanism for start-ups.This conclusion further deepens people’s understanding of how start-up human resource practices land and play a role in organizational development.(3)This study explores the behavior pattern of value co-creation within organizations and employees of start-ups,which makes up for the lack of attention paid by existing value co-creation theories to co-creation behavior within organizations.This paper analyzes the key factors that affect the behavior pattern of value co-creation of organizations and employees in start-up enterprises,summarizes four different types of behavior patterns of value co-creation of organizations and employees,and reveals the internal mechanism of the interaction between different value co-creation patterns and corresponding human resources practices.This conclusion broadens the existing research scope of value co-creation theory,and lays a foundation for further research on the internal correlation between organizational and employee value co-creation mode and human resource practice.(4)This study interprets the human resource practice of start-ups from the perspective of AMO theory,enriches the research perspective of human resource practice of start-ups,and adds a fourth new path of"meaning triggering"to the original AMO theoretical framework.Breaking through the thinking limitations of existing research focusing on"human resource bundle"or"human resource system",and guided by AMO theoretical framework,this paper deeply explores and describes specific and individual human resource practices of start-ups in terms of improving employees’ability,motivation and opportunity.It is found that compared with other types of human resource practices that use AMO framework to explain the relationship between human resource practices and performance,symbiotic human resource practices improve AMO aspects of employees for the purpose of realizing value co-creation between the two,rather than improving organizational performance.At the same time,this study found the key human resource practices of start-up organizations in promoting Sense-making of employees.This conclusion is not only the most essential difference between symbiotic human resource practices and other types of human resource practices in all dimensions of AMO,but also a further expansion and extension of AMO theoretical framework.This study has important guiding significance for managers and human resource players of start-up enterprises.It not only helps start-up managers to re-understand the relationship between the organization and employees,establish the management concept of symbiosis,select and formulate appropriate human resource practices and ensure their effective implementation,but also provides an important reference value for start-up enterprises to enrich employee career management strategies and thus better attract and retain talents.However,due to the limitations of research conditions,this study still has limitations in research methods,sample scope,sample tracking,and generalization of research conclusions.In the future,further research can be conducted on whether SHRP are applicable to large mature organizations,the dynamic evolution process of symbiotic human resource practices,the scale development and effectiveness measurement of SHRP,and other value co-creation behaviors between organizations and employees.更多还原