发展型人力资源实践对共享领导的影响机制：链式中介效应模型

【作者】 王静；

【导师】 丁越兰；

【作者基本信息】 陕西师范大学 ， 企业管理， 2020， 硕士

【摘要】 数字化时代下人工智能的快速发展,替代了以往管理中简单重复的工作,增加了对于工作创新和员工激励的管理,同时也带来了信息数量和传播速度的巨大挑战。在这一背景下,管理者需要快速掌握不同管理工作需要具备的知识技能,进行即时决策管理。传统单一管理者很难达到要求,所以迫切需要组织打开管理边界,鼓励成员协同合作,由多个团队成员分担拥有正式领导职权的领导者的领导责任,这就是共享领导。作为一种强调合作和动态管理的新型领导方式,共享领导已经被证实对于促进员工积极工作行为、提升组织和团队效能具有重要意义。然而,共享领导的形成因素和运作机制是什么?是什么原因激励员工愿意主动承担领导职责?对于这些问题缺乏从实证角度的探究。人力资源实践作为企业管理的重要内容,需要适应经济社会中员工的发展需要,而以往人力资源实践重点关注组织绩效的提高,忽视了对员工成长的关注。所以,作为一种为员工提供培训、绩效反馈和职业发展机会以促使员工工作能力得到提升的发展型人力资源实践应运而生。发展型人力资源实践转变了以往人力资源管理实践的观念,立足员工成长,让员工充分发展,释放员工的内在潜力,促使其更好的完成工作。因此,本文将从发展型人力资源实践着手,来探讨是否能够促进团队中共享领导的形成。本文基于社会认知理论和社会交换理论,通过梳理国内外学者对发展型人力资源实践、人际信任氛围、员工参与氛围和共享领导四个变量的概念内涵、测量工具、影响因素和作用结果的相关研究,构建了发展型人力资源实践、人际信任氛围、员工参与氛围、共享领导的理论框架。通过上下级配对问卷调查的方式分别获取了 40份管理者有效问卷和367份员工有效问卷,借助SPSS20.0、AMOS21.0和MPLUS7.0等统计软件,揭示发展型人力资源实践对共享领导的作用机制,探究人际信任氛围和员工参与氛围在二者关系中的中介效应。研究结果表明:第一,发展型人力资源实践、人际信任氛围、员工参与氛围、共享领导四个变量在“单位所属行业类别”下存在显著差异,在其余人口统计学变量和组织统计学变量上不存在显著差异;第二,发展型人力资源实践与共享领导存在正向影响关系,与人际信任氛围存在正向影响关系,与员工参与氛围存在正向影响关系:第三,人际信任氛围在发展型人力资源实践和员工参与氛围的关系中起中介作用;第四,员工参与氛围在人际信任氛围和共享领导的关系中起中介作用;第五,人际信任氛围和员工参与氛围在发展型人力资源实践和共享领导二者的关系中起链式中介作用。最后,根据本文的研究结论对管理实践提出意见和建议。更多还原

【Abstract】 The rapid development of artificial intelligence in the digital age has replaced simple and repetitive work in previous management,increased management of job innovation and employee motivation,and also brought great challenges to the quantity and speed of information dissemination.In this context,managers need to quickly grasp the knowledge and skills required for different management tasks,and perform instant decision management.Traditional single managers are difficult to meet the requirements,so there is an urgent need for the organization to open the management boundary,encourage members to work together,and share the leadership responsibility of the leader with formal leadership authority by multiple team members,which is called shared leadership.As a new type of leadership that emphasizes cooperation and dynamic management,shared leadership has proven to be important for promoting employee positive work behaviors and improving organizational and team effectiveness.However,what are the formative factors and operating mechanisms of shared leadership?What motivates employees to take on leadership responsibilities?There is a lack of empirical research on these issues.As an important content of enterprise management,human resources practice needs to meet the development needs of employees in the economic society.In the past,human resources practice focused on the improvement of organizational performance and ignored the concern of employee growth.Therefore,as a kind of training,performance feedback and career development opportunities for employees to promote the improvement of their work ability,the developmental human resource practices emerged.The developmental human resource practices has changed the concept of human resource management practice in the past,based on the growth of employees,allows employees to fully develop,releases the employees’ inherent potential,and promotes them to complete their work better.Therefore,this paper will start from the developmental human resource practices to explore whether it can promote the formation of shared leadership in the team.Based on the social cognition theory and social exchange theory,this paper summarizes the research on the concept,measurement,and cause and effect of variables on the basis of combing relevant literature on developmental human resource practices,interpersonal trust atmosphere,employee engagement atmosphere,and shared leadership.Constructed a theoretical framework of developmental human resource practices,interpersonal trust atmosphere,employee participation atmosphere,shared leadership.40 valid questionnaires for managers and 367 valid questionnaires for employees were obtained by means of the paired questionnaire survey of superiors and subordinates,and the mechanism of developmental human resource practices on shared leadership was explored and analyzed by means of statistical tools SPSS20.0,AMOS21.0 and MPLUS7.0,and the intermediary path of interpersonal trust atmosphere and employee participation atmosphere was revealed.The research results show that the four variables of developmental human resource practices,interpersonal trust atmosphere,employee participation atmosphere,and shared leadership have significant differences under the "industry category of the unit",while there are no significant differences in other demographic variables and organizational statistical variables.Second,there is a positive relationship between developmental human resource practices and shared leadership,a positive relationship with interpersonal trust atmosphere,and a positive relationship with employee participation atmosphere.Third,interpersonal trust atmosphere plays an intermediary role in the relationship between developmental human resource practices and employee participation atmosphere.Fourth,employee participation atmosphere plays an intermediary role in interpersonal trust atmosphere and shared leadership.Fifth,interpersonal trust atmosphere and employee participation atmosphere play a chain mediating role in the relationship between developmental human resource practices and shared leadership.Finally,based on the conclusions of this paper,some suggestions on management practice are put forward.更多还原