【作者】 张宏；

【导师】 于桂兰；

【作者基本信息】 吉林大学 ， 企业管理， 2014， 博士

【副题名】劳动关系氛围和心理契约的中介作用

【摘要】 在知识经济时代的今天，人才在企业中扮演着越来越重要的角色，如何提高员工的工作产出已经成为企业能否获得竞争优势的关键，也是企业管理理论研究及实践领域的重要课题之一。目前，对工作产出影响因素的研究已非常丰富，从某种程度上来讲，我们甚至可以认为对员工工作产出前置变量的研究达到了一个“瓶颈”。作为一个全新的视角，雇主品牌这一概念实现了工作产出相关研究的理论突破。近些年，国内兴起的诸如翰威特“中国最佳雇主”、中华英才网“最佳雇主”等评选活动，都表明了雇主品牌的塑造与维护对企业具有非凡意义和价值。雇主品牌是由作为雇主的企业所提供的三种利益的综合，即功能利益、经济利益、心理利益。已经有研究表明，雇主品牌与员工的工作产出密切相关，塑造优秀的雇主品牌形象是企业提升员工工作产出的有效途径之一。但是，却鲜有研究进一步探讨二者之间的作用机理，然而对作用机理的清晰了解才是理解两个变量之间关系的关键，于是，我们试图更深入地揭示这一内容。劳动关系氛围是组织氛围的一个子氛围，产生于工作场所中，是被组织成员所感知的、企业劳动关系在组织中所呈现出的某种典型气氛。为塑造优秀的雇主品牌，企业需要采取一些相应的措施，也是改善企业劳动关系的有效方式和途径，能够促进和谐劳动关系氛围的形成。同时，劳动关系氛围会显著影响组织承诺、工作绩效、工作满意度、离职倾向等一系列衡量员工工作产出的指标。心理契约是以员工对承诺的主观理解为基础。对于企业内部员工而言，雇主品牌是企业对员工的一种“承诺”，这种承诺可以体现在企业与员工之间所建立的关系，也可以体现在企业为员工所提供的一种独特的工作体验。同时，心理契约的履行程度会对员工的态度与行为产生影响。于是，本研究引入了劳动关系氛围和心理契约两个中介变量，由此搭建了“雇主品牌——劳动关系氛围——工作产出”和“雇主品牌——心理契约——工作产出”两条作用路径，进而在一定程度上打开了雇主品牌与员工工作产出之间的“理论黑箱”，对雇主品牌和工作产出二者之间的作用机制进行了深入的讨论，并最终构建了雇主品牌与工作产出之间的作用机理模型，不但丰富了工作产出以及雇主品牌相关理论，填补了相应的理论空白，完善了相关的理论体系，而且还为企业实际运营提供有价值的指导建议。本研究在对现有文献相关理论进行回顾与述评的基础上，结合深度访谈内容，对在职员工雇主品牌测量模型进行修订，并提出雇主品牌对工作产出的影响机制模型。同时，采取问卷调查的方式进行数据收集，并借助回归模型进行了实证检验，从而得出如下结论：（1）在中国组织情境下对企业在职员工雇主品牌量表进行修订。本研究在已有理论的基础上，结合深度访谈内容，对在职员工的雇主品牌量表的内容进行了修订，并通过一定量的实证数据对各项指标进行了检验，最终确定了雇主品牌的五因子测量模型（即薪酬福利、工作安排、个人发展、企业实力、企业文化），共计24个题项。（2）再次验证了雇主品牌对工作产出具有显著正向的影响作用。本研究选择组织承诺、工作绩效、工作满意度和离职倾向作为衡量员工工作产出的主要指标，通过中国组织情境下的在职员工样本，进一步验证了雇主品牌与工作产出之间直接的因果关系，从而拓宽了这一结论的外部效度。（3）验证了劳动关系氛围在雇主品牌与工作产出的关系中所起到的部分中介作用。具体而言，良好的雇主品牌感知会促进劳资双赢氛围和员工参与氛围感知的形成，预防劳资对立氛围的形成，进而有利于提升员工的工作绩效、组织承诺和工作满意度，降低离职倾向水平，从而使其形成较高水平的工作产出。（4）验证了心理契约在雇主品牌与工作产出的关系中所起到的部分中介作用。具体而言，良好的雇主品牌感知会促进心理契约履行感知的形成，从而促进员工组织承诺、工作绩效和工作满意度的提升，降低员工的离职倾向。而且心理契约作为联结企业与员工间的心理情感纽带，会使雇主品牌对工作产出的影响效应更持久。本研究的理论贡献主要体现在：（1）完善了雇主品牌测量工具。本研究所提出的中国组织情境下在职员工的雇主品牌量表，不但弥补了西方雇主品牌量表因文化差异而存在的缺陷，而且，更有针对性地测量了在职员工对雇主品牌的感知，同时为未来的雇主品牌实证研究提供了关于概念操作化定义与测量的参考，而且对未来与雇主品牌相关领域研究的进一步深入也提供了科学的测量工具。（2）在中国组织情境中对雇主品牌对工作产出的显著影响效应进行了验证。这为工作产出的相关研究提供了一个新的解释视角，不但丰富了工作产出相关理论的研究成果，也为后续的研究提供了一个框架性的指导。这一核心路径存在的合法性也为后续对于该路径内部机制的研究提供了一个大前提。（3）在一定程度上打开了雇主品牌对工作产出的作用机制黑箱。本研究成功地搭建了“雇主品牌——劳动关系氛围——工作产出”和“雇主品牌——心理契约——工作产出”这两条重要的中介作用路径，从而在一定程度上打开了雇主品牌对员工工作产出作用机制的黑箱。这不仅丰富了工作产出和雇主品牌等相关理论研究成果，并为未来的研究提供了经验性依据。本研究的管理启示主要体现在：（1）企业应该加强雇主品牌建设。对企业而言，成功的企业雇主品牌建设，不但可以吸引更多人才来企业就职，更重要的是也可以激励和留住企业现有宝贵人才，同时，还可以提高其现有在职员工工作满意度，从而提高工作效率、产品和服务的质量，吸引并留住更多客户，所以进行雇主品牌建设是今天企业不可回避的一项重要内容。（2）企业在关注雇主品牌建设的同时，也应该加强对劳动关系氛围桥梁作用的重视。因为，相对于雇主品牌而言，劳动关系氛围是对员工工作产出更为直接有效的影响变量。企业应加强和谐劳动关系氛围的构建，为员工提供就业保障、福利保障、健康保障等，并完善员工参与的渠道，鼓励员工积极参与到企业的运营管理活动中，从而充分发挥劳动关系氛围的桥梁作用，进而更有力地提升员工的工作产出。（3）企业应关注心理契约的履行与维护。一般来讲，内在因素，尤其是心理情感因素对员工态度和行为的影响更强且更稳定。如果通过改善雇主品牌而加强员工心理契约的履行程度，则会增强员工和雇主之间的情感联结，从而更持久地影响员工的态度与行为。更多还原

【Abstract】 In this knowledge economy era, the talents play a more important role in thecorporations, and how to improve employee’s outcomes has been the key content thatwhether the company can achieve competition advantage, which is one of importantproblems in corporation management theory research and practice. The researchesabout the factor effecting work outcomes are very abundant, and we even can thinkthat the research on antecedents of work outcomes has become a “bottleneck” in someextent. The concept of employer brand realizes a theoretical breakthrough on workoutcomes in a new perspective. In these years, there are some selection activities inour domestic, such as Hewitt’s “best employers in China”, and Chinahr.com’s “bestemployers” award activities, which indicating that shaping and keeping employerbrand means very important purport and values for many corporations. Employerbrand means the benefits the company as a employer provides, including functionalbenefit, economic benefit and psychological benefit. Some researches indicate thatthere is correlation between employer brand and work outcomes, and it is an effectiveway to shape excellent employer brand image. But there is little research whichdiscusses the mechanisms of them, and this is a key way to understand the relationbetween the two variables. So we try to open out this content more deeply.Labor relations climate is a sub-climate of organizational climate, which generatesin work place, and is a typical climate perceived by organization members, and in thelabor relations of the organization. The corporation should take some measures toshape excellent employer brand, and this is an effective method to improve the laborrelations of company and form harmonious labor relations climate. At the same time,labor relations climate can significant influence a series of work outcomes indexes,such as organization commitment, job performance, job satisfaction, turnover intention and so on. Psychological contract is based on the employee’s subjectiveunderstanding about the commitment. For employees in the company, employer brandis a “commitment” which corporation provides to employees, and it can reflect in therelation between corporation and employee, also can reflect in the unique workexperience that corporation offers to the employees. At the same time, the fulfillmentdegree of psychological contract can influence employee’s attitude and behavior.Therefore, this study introduce two media variables, they are labor relations climateand psychological contract, in order to establish two interaction paths, they are“employer brand--labor relations climate--work outcomes” and “employer brand--psychological contract--work outcomes”, so that we can open the “theory black box”between employer brand and work outcomes in some degree and discuss deeply themechanisms between them, and builds the mechanism model between employer brandand work outcomes. This study not only enrich the theory about work outcomes andemployer brand which fills the theory gap and improve the relevant theory system, butalso provides valuable suggestions for the actual operation in companies.This study modifies the employer brand measurement model of employees basedon the correlative theory in existing literatures and the content of deep interview, andthen advance a model how employer band impacts work outcomes. At the same time,we use questionnaires to collect data, and make use of regression model to accomplishempirical test, so that we can receive these conclusions as following:(1) Revising theemployer brand scale of corporation employee in Chinese organizational context. Thisstudy revises the content of employee’s employer brand scale based on the existingtheory and combined with the deep interview, and confirms the five factormeasurement model of employer brand by examining each index using a certainamount of empirical data, including compensation and benefit, job arrangement,personal development, company strength, and company culture. There are twenty-fouritems in total.(2) Confirming again that employer brand can influence work outcomessignificantly and positively. This study chooses organization commitment, jobperformance, job satisfaction and turnover intention as main measure indexes ofemployer brand, and tests further the direct causal relation between employer brand and work outcomes by employee sample in Chinese organizational context.(3)Confirming the part mediating effect of labor relations climate between employerbrand and work outcomes. Specifically, a good perception of employer brand canpromote the forming of labor and capital win-win climate and employee participationclimate, and take precautions against the forming of labor and capital conflict climate,so that it can be conducive to improve the job performance, organization commitmentand job satisfaction degree of employees, and reduce turnover intention level.(4)Confirming the part mediating effect of psychological contract between employerbrand and work outcomes. Specifically, a good perception of employer brand canpromote the forming of psychological contract fulfillment perception, so that it can beadvance to improve the organization commitment, job performance, and jobsatisfaction degree of employees, and reduce employee’s turnover intention.The theoretical contributions of this study are mainly reflected in below:(1)Perfecting employer brand measurement tool. The employer brand scale raised in thisstudy in Chinese organizational context, not only make up the defects of westernemployer brand scale because of cultural differences, but also measure pertinentlyemployee’s perception of employer brand, at the same time, it can provide a referenceabout operational definition and measurement of this concept for the empiricalresearch of employer brand in future. Furthermore, it also provides scientificmeasurement tool for the future deep study in the field which is relation withemployer brand.(2) This study confirms that employer brand has the significantinfluence on work outcomes in Chinese organizational context again. It offers a newexplaining view for the research relating with work outcomes, which not only enrichthe theory relating with work outcomes, but also provides guidance for future research.And the rationality of this core path’s existence also can provide a major premise forthe future study about the mechanism in this path.(3) This study opens themechanism “black box” about how employer brand impacts on work outcomes insome degree. This study builds successfully two important interaction paths, they are“employer brand--labor relations climate--work outcomes” and “employerbrand--psychological contract--work outcomes”, so that we can open the mechanism “black box” about how employer brand impacts on work outcomes in some degree. Itcan not only enrich the theory research conclusions which are relation with workoutcomes and employer brand, but also offer empirical evidences for the research infuture.The management implications of this study are mainly reflected in following:(1)The company should strengthen employer branding. For the corporation, successfulemployer brand can not only attract more talents to work in the company, moreimportantly, it can motivate and retain the existing valuable talents in the company. Atthe same time, it can improve employee’s job satisfaction, so then advance workefficiency and the quality of product and service. So employer branding is aninevitable and important content for companies.(2) The company should strengthento take the bridge function of labor relations climate seriously, when pays attention toemployer branding. Because labor relations climate is a variable which can influencework outcomes directly and effectively. The company should enhance to buildharmonious labor relations climate, and provide employment guarantee, welfareguarantee, and health guarantee, also can perfect the channel of employeeparticipation to encourage the employees to participate in the operation andmanagement activity positively. So then we can make labor relations climate bringinginto play its bridge function in order to improve work outcomes effectively.(3) Thecompany should pay attention to the fulfillment and maintenance of psychologicalcontract. Generally, intrinsic factor, especially psychological and emotional factor, canoften influence employee’s attitude and behavior more strongly and stably. If weenhance the fulfillment level of psychological contract by perfecting employer brand,the emotional connection between employee and employer will be strengthened, andthen can influence employee’s attitude and behavior more lastingly.更多还原