【作者】 刘婷；

【导师】 李敏；

【作者基本信息】 华南理工大学 ， 企业管理， 2016， 硕士

【摘要】 Hay公司2012年调查报告指出,中国员工的敬业度低于全球平均水平15个百分点,可见中国员工的敬业水平出人意料之低,而中国员工尤其是年青一代员工的敬业度低也已经是有数据证明的不争事实,这明显和社会与企业期望的价值观与行为表现相背离。当“90后”员工逐渐成为企业的中坚劳动力时,其成长环境不同带来的独特个性表现给人力资源管理带来很大挑战。他们追求平等,渴望得到关注,经常性跳槽,容易对工作不满,传统的“爱岗敬业”精神有所缺失。“勤劳的中国人可以看出敬业是一个双向责任”因何不敬业,这是一个值得关注的问题。根据社会交换理论(Robinson,2004),中国员工为什么敬业度低,不仅要问员工,更要向社会和企业问责。因而,在企业管理方面,满足新生代员工对公平的追求,在员工在有需要的时候组织愿意提供帮助和支持,都能有效提升员工敬业精神,进而提升企业竞争力,因此员工敬业度是一个有意义的研究课题。本研究在社会交换理论(SET)和公平理论的基础上探讨员工的组织公平感知对敬业度以及组织支持感和劳动关系氛围感知影响关系。在此基础上,本研究借鉴适合中国情境的公平感成熟量表,验证组织公平感三维度对敬业度的影响,探讨组织支持感及劳动关系氛围感知在组织公平感与员工敬业度的中介作用。本研究通过问卷调查392个新生代员工样本,运用SPSS20.0和Amos21.0数据分析软件,对数据进行数据分析以验证研究假设结构方程模型。研究结果显示:第一,组织支持感、组织公平感及三个维度、劳动关系氛围感知对员工敬业度具有显著的影响,且交往公平对员工敬业度的影响作用强于分配公平和程序公平。第二,组织支持感对员工组织公平感及三个维度与员工敬业度之间的关系具有部分中介作用。第三,劳动关系氛围感知对组织公平感影响员工敬业度的过程起着部分中介作用。基于上述研究结论,本研究提出提升新生代员工敬业度的措施,包括建立通畅的双向沟通渠道;扩宽工作宽度,拓展工作深度;多给年轻员工提供培训和进修机会;改善工作环境,增加工作环境私密性;创造和谐工作氛围;制定和完善工作生活平衡计划等,为企业更好地进行管理提供参考和借鉴。更多还原

【Abstract】 Hay’s 2012 report noted that Chinese engagement of employees below the global average of 15 percent, showing that China’s low level of employee engagement surprisingly, the Chinese staff and especially the younger generation of low employee engagement also already have the data to prove the indisputable fact,this obviously deviate from the desirable values and behavior.When 90’s employees gradually become the backbone of the labor force, the growth of its different environments brings a unique personality to the performance of human resource management has brought a great challenge. They pursue equality, eager to get attention, they change jobs frequently and be dissatisfied with their jobs, the traditional "dedication" spirit has been missing. Why "Hard-working Chinese people" not engage, it is a concern. According to the social exchange theory, we can see that engagement is a two-way responsibility(Robinson, 2004), The reason why Chinese employees engagement is low is not only to ask the staff, but also to the community and corporate accountability. Thus, in terms of enterprise management, meeting the pursuit of fairness of the new generation of employees, providing help and support to the staff when necessary, can effectively enhance the professionalism of the staff, and thus enhance the competitiveness of enterprises, employee engagement is therefore a meaningful research.This study investigates the relationships between organizational justice, perceived organizational support, labor relations climate and employee engagement on the basis of social exchange theory(SET) and fair theory.On this basis, the study reference for the Chinese context mature sense of fairness scale, verify that the organization of three-dimensional sense of fairness influence the organizational support and engagement, and explore the mediation effect of the organizational support between justice and employee engagement. In this study, 392 valid questionnaires were returned, using SPSS20.0 and Amos21.0 data analysis software, data analysis of the data to verify the hypothesis of structural equation modeling.The results show: first, organizational justice, perceived organizational support have positive impact on employee engagement, and the effect of interactive justice is stronger than the effect of distributive justice and procedure justice. Second, organizational support, has mediating effect on the relationship between organizational justice and employee engagement. Third, labor relations climate, has mediating effect on the relationship between organizational justice and employee engagement.Based on the above findings, the present study proposes measures to improve the new generation of employee engagement, including the establishment of clear two-way communication channel; widening the working width, depth of outreach; providing younger workers more training and learning opportunities; to improve the working environment, increase work environmental privacy; to improve the organization’s sense of identity and belonging of the new generation of employees; to reduce job burnout of the new generation of employees and to develop the work-life balance plan etc., providing reference for enterprises to better management.更多还原