安全动机在安全绩效模型中的作用：自我决定理论的视角

在日常工作中, 安全动机是员工保持安全行为的重要决定因素。安全动机对安全绩效的影响虽然已引起研究者的关注, 但相关的实证研究缺少清晰的理论界定和有效的测量工具。本项目拟在安全绩效模型的基础上, 借鉴自我决定理论对动机的分类, 将安全动机的类型进行扩展, 并在多层次模型中探讨安全动机在变革型领导、个体特征和安全绩效之间的中介作用, 以及在中国管理背景下可能存在的边界条件。研究将结合访谈、问卷和情境实验等方法对上述变量间关系进行相关和因果关系的探讨。本项目将自我决定理论与安全绩效模型相结合, 可以为安全研究的动机理论发展做出贡献; 研究结果亦可为安全管理实践提供评价工具和有效指导。     

支持感知对知识共享行为的影响:不同支持感知的比较研究

基于多重对象支持感知,本文比较了组织支持感知与主管支持感知对员工知识共享行为的差异影响。通过对632名知识型员工的实证研究表明,组织支持感知与主管支持感知对员工知识共享行为都产生显著影响,但组织支持感知对员工知识共享行为的影响显著强于主管支持感知的影响,这与组织行为理论的具体对象匹配原理不完全一致。研究结论的意义在于,中国的知识管理实践应该逐步从"个人关系"导向向"组织关系"导向转变。     

“近朱者赤”：同事主动行为如何激发员工动机和绩效

以往有关主动性的研究通常聚焦员工本身, 忽略了团队或组织中同事会对员工行为产生影响这一重要管理实践和理论视角。为此, 本研究以社会学习理论为基础, 探讨了同事主动行为对员工自主动机和工作绩效的影响, 以及员工主动性人格的调节作用。通过多时点、上下级匹配问卷(研究1)及情景实验(研究2)两项研究, 本文发现, 同事主动行为可以激发员工的自主动机, 进而提升工作绩效; 并且, 员工主动性人格强化了同事主动行为对员工自主动机的正向作用。本研究不仅从理论上将现有关于主动行为的研究视角迁移到同事, 也为如何更好地激励员工提供了实践指导。     

知识型员工共享领导对团队绩效的影响:团队学习能力的中介效应

对27个单位,92个团队共687名知识型员工调查,目的是基于团队学习能力视角探讨知识型员工共享领导对团队绩效的影响。首先用HLM6.08将收集到的数据从个体层面上升到团队层面,然后采用共享领导二阶模型初步得出团队学习能力在共享领导与团队绩效之间起中介作用,最后借助LISEREL8.70统计软件从共享领导各维度探讨团队学习能力的中介效应。结果表明共享领导与团队绩效之间具有显著的正相关关系,且共享领导通过团队学习能力的中介效应影响团队绩效。     

伦理导向人力资源管理实践的跨层次作用机制:基于社会情境与社会认知理论

伦理 ¹( ¹ 与组织管理领域的常规做法一致, 本文将伦理与道德看作同义概念, 交替使用。)危机给企业经营带来巨大挑战, 现有文献较多关注微观视角的伦理行为, 缺乏从中观视角对人力资源管理制度开展研究, 导致在实践上无法形成有效的制度化抓手。人力资源管理实践作为中观视角的企业伦理实践之一, 正是针对伦理问题的有效回应。立足于人力资源管理与企业伦理领域的交叉点, 从三个方面构建伦理导向人力资源管理实践的研究框架:(1)基于社会情境理论探讨伦理导向人力资源管理实践对组织伦理绩效的影响机制; (2)基于社会认知理论探讨伦理导向人力资源管理实践对团队伦理建言的跨层次影响机制; (3)基于社会认知理论探讨伦理导向人力资源管理实践对个体伦理建言的跨层次影响机制。研究将丰富人力资源管理理论, 并为企业有效实施伦理导向人力资源管理实践提供启示与帮助。     

胜任需要挫败的“双刃剑”效应及干预策略：行为和认知神经科学视角

胜任需要挫败是指个体觉得自己很失败或者感觉不能胜任工作。随着知识经济的快速发展, 越来越多的新生代知识型员工在工作中遭受了短期或长期的胜任需要挫败。在经历胜任需要挫败后, 员工在后续的工作中会越挫越勇还是一蹶不振?如果员工会越挫越勇, 如何强化这一积极效应?如果员工会一蹶不振, 如何规避这一消极后果?已有研究无法清晰地解答这些问题。因此, 本研究基于自我决定理论, 综合运用行为实验、认知神经科学实验和现场实验的方法, 依次考察短期和长期的胜任需要挫败对后续任务自主动机的跨期影响, 进而探讨并检验组织层面的发展性反馈、自主性支持以及个体层面的成就目标导向等干预策略的有效性。研究结果拓展了胜任需要挫败和自主动机的相关研究, 有助于指导企业对员工的胜任需要挫败问题进行科学管理和干预, 有益于员工有效应对胜任需要挫败, 充分激发其自主工作动机。     

AMO理论框架下玩兴氛围对员工绩效的促进机制

玩兴氛围是指工作场所中充满愉快和幽默的氛围,是组织行为学研究领域的新兴现象。通过对相关研究进行梳理,研究从创新绩效、任务绩效和关系绩效三个方面分析了玩兴氛围对员工工作绩效的促进作用。同时,以AMO理论为框架,剖析了玩兴氛围在能力(认知能力、情绪智力)、动机(情感体验、工作投入)和机会(工作设计、社会网络)层面对员工绩效的促进机制。最后,提出未来研究可以进一步开发玩兴氛围量表,考察影响玩兴氛围后效的边界条件,探讨玩兴氛围的消极影响。     

促进工作动机的有效路径:自我决定理论的观点

自我决定理论是关于人类行为的动机理论。本文通过分析阐述了自我决定理论的哲学基础,从有机辩证的视角梳理了自我决定理论的基本思想,并对组织背景中以自我决定理论为指导框架的工作动机研究进行了综述,结论认为满足胜任、关系和自主三种心理需要的组织环境因素是增加内部动机并促进外部动机的内化,进而促进员工的工作绩效与心理健康的有效路径。     

虚拟团队共享式领导的双刃剑效应研究：基于调适性结构理论的视角

虚拟团队因新兴技术驱动而成为组织管理的潮流, 尤其全球疫情的爆发使得远程办公备受关注。共享式领导是与虚拟团队高度匹配的领导模式, 但现今学界对虚拟团队共享式领导作用机制的研究比较匮乏, 且集中在正面效应和团队层次, 忽略了共享式领导可能存在的负面效应及对个体层次的影响。研究基于调适性结构理论, 提出虚拟团队共享式领导有助于团队及个体内部动机和效能感的提升, 同时也会加剧团队内社会惰化现象和关系冲突水平, 引发员工的工作负荷和工作焦虑感, 进而对团队绩效和个体绩效产生双刃剑效应, 同时, 团队虚拟性、任务复杂性和任务重要性在其中起到调节作用。研究模型系统打开了虚拟团队共享式领导的影响机制黑箱, 为组织如何在虚拟情境下领导团队、提升绩效提供借鉴。     

创造性人格与员工创造力:一个被调节的中介模型研究

本文基于动机行动和成就动机理论,构建一个被调节的中介模型以检验创造性人格对员工创造力产生的作用机理。以251套来自主管-下属配对的问卷数据为样本,实证分析结果表明:创造性人格可预测员工创造力产生,学习目标导向与绩效证明目标导向在两者之间起部分中介作用;内在动机能够强化个体目标导向对创造力的作用,并显著正向调节创造性人格对员工创造力的间接效应。最后,论文讨论了研究发现对员工创造力产生的理论和实践意义。     

Self-determination at work: Understanding the role of leader-member exchange

Integrating self-determination theory (SDT) and leader-member exchange (LMX) theory, we explore the role of the leader in facilitating employee self-determination. We test a model of the linkages between employees’ leader-member exchanges, psychological need satisfaction (i.e., satisfaction of autonomy, competence, and relatedness needs), autonomous motivation, and attitudinal outcomes. We posit that high-quality leader-member exchanges facilitate satisfaction of employees’ fundamental psychological needs, which, in turn, enhance autonomous motivation and outcomes. Results for 283 working professionals supported this notion. Structural equation modeling indicated that the employee’s perception of the quality of the LMX was positively related to satisfaction of the needs for competence, autonomy, and relatedness. Satisfaction of competence and autonomy needs was positively related to autonomous motivation, which, in turn, was associated with higher levels of job satisfaction, affective organizational commitment, and subjective vitality. Our findings accentuate the role of leader-employee relationships in creating self-determination at work, and reinforce the importance of self-determination for employee attitudes and well-being. Limitations, implications, and directions for future research are discussed.     

How Colleagues Can Support Each Other's Needs and Motivation: An Intervention on Employee Work Motivation

Organisations have flattened and increasingly rely on teamwork. Therefore, colleagues play an increasingly important role in stimulating employee motivation. Adopting Self‐Determination Theory as a guiding framework, the aim of this field experiment was to examine whether team members can be trained in supporting each other's basic psychological needs for autonomy, competence, and relatedness and, hence, increase each other's need satisfaction and autonomous motivation, while decreasing controlled motivation. We delivered training to 146 participants nested in 26 participating teams and assessed basic need satisfaction and autonomous and controlled motivation before and after the intervention. Multilevel regression analyses indicated that employees in the experimental (i.e. intervention) condition had a stronger increase in need satisfaction and autonomous motivation than employees did in the control condition, and that the increase in autonomous motivation was mediated by an increase in need satisfaction. This study provides added value for theory on need satisfaction and demonstrates that a relatively brief intervention among team members may be effective in creating employee need support and increasing autonomous motivation.     

Temporary Employees as Good Citizens: Factors Influencing Their OCB Performance

Companies utilizing contingent workers face a dilemma between the need to employ a flexible (i.e., low fixed-cost) work force and the need to employ a work force providing performance above and beyond the call of duty. One potential solution to this dilemma is to determine ways to promote the commitment and high performance of temporary employees. To that end, we conducted a study examining factors influencing organizational citizenship behavior (OCB) performance in temporary employees. Our results support or partially support hypotheses proposing that 1) job attitudes held by the temporary employee about the client organization were related to OCB performance in the client organization, 2) job attitudes held by the temporary employee about the staffing agency were related to OCB performance in the client organization, and 3) the employee's motivation for taking an assignment is related to OCB performance. Implications for enhancing OCB performance in temporary employees are discussed.     

Motivation profiles at work: A self-determination theory approach

Self-determination theory proposes that individuals experience distinct types of motivation to varying degrees. While it is well documented that these types of motivation differentially predict outcomes, very little attention has been paid to how they interact within individuals. The current study addresses the simultaneous occurrence of multiple motivation types within individual workers by adopting a person-centered approach on two samples of employees from different countries (n = 723 & 286). Four very similar motivation profiles were found across samples, representing balanced motivation, amotivated, autonomously regulated and highly motivated employees. In Sample 1, governmental employees presented a greater likelihood of membership in the least desirable amotivated profile. In Sample 2, autonomously and highly motivated profiles showed superior work performance and higher levels of wellbeing, while the amotivated profile fared the worst. The presence of external regulation in a profile appears unimportant when combined with autonomous forms of motivation, and detrimental to outcomes in the absence of autonomous forms of motivation. These results support the hypothesis that autonomous forms of motivation are far more important in promoting positive workplace outcomes than more controlling forms.     

Volunteer engagement and intention to quit from a self‐determination theory perspective

Drawing on self‐determination theory, the current study investigates the mediation process of satisfaction with the 3 basic needs (i.e., autonomy, competence, relatedness) between autonomous motivation and volunteers' turnover intention and work engagement. A study of 349 Romanian volunteers reveals an interesting dichotomy. For work engagement, the positive effect of autonomy and competence needs satisfaction appears to have been partially mediated by autonomous motivation. Turnover intention, however, was directly influenced by the degree of autonomy and competence needs satisfaction. Moreover, satisfaction of the relatedness need had no effect on the 2 outcome variables when controlling for satisfaction of autonomy and competence needs. Implications and possible explanations are suggested.     

Job Motivations of Professional and Technical Contingent Workers: Are They Different From Permanent Workers?

In the United States and Europe, the fastest growing segments of the temporary or contingent workforce have been In professional and technical fields. Yet little is known of the motivations of these workers. Accordingly, the authors administered the Hackman and Oldham (1980) Job Diagnostic Survey to professional and technical contingent and permanent employees of a major U.S. telecommunications company. Contingent workers had higher motivation potential scores, scored significantly higher in task identity and feedback from the job, and scored higher In combined need strength than did the permanent workers. The findings suggest that contingents can be a rich source of motivated workers.     

How job characteristics relate to need satisfaction and autonomous motivation: implications for work effort

To explore the motivational potential of job design, we linked job demands and job resources, as defined in the job demands–resources model, to the motivational process defined in self‐determination theory. Specifically, we introduced basic need satisfaction and autonomous motivation as consecutive process variables mediating the relationship between job design and work effort. We tested this model by means of structural equation modeling in a sample of 689 employees. The comparison of several competing models provided support for the hypothesized model. We conclude that job demands thwart and job resources promote the fulfillment of 3 psychological needs. High levels of need satisfaction, in turn, are associated with autonomous motivation and, therefore, with high levels of effort.     

Representations of relatedness with parents and friends and autonomous academic motivation during the late adolescence–early adulthood period: Reciprocal or unidirectional effects?

Background The literature on the determinants of academic motivation indicates that social and affective processes connected to students' interpersonal relationships are central elements in understanding students' academic motivation and other school‐related outcomes. Aims The aim of this study was to answer the following questions: Does autonomous motivation drive representations of relatedness, do representations of relatedness drive autonomous motivation, or are these constructs reciprocally related over time? Sample The sample consists of 834 adolescents aged 18 years (SD = 1.88) who participated in a 3‐year longitudinal study. Results Results from the structural equation models provided good support for the effect of representations of relatedness with parents on autonomous academic motivation but no convincing support for the effect of motivation on representations of relatedness with parents. In addition, no significant effect in either direction was found between representations of relatedness with friends and autonomous academic motivation. Conclusion It might be important to inform parents that they may still have an influence on their adolescent's representations of relatedness and subsequently on his/her autonomous academic motivation even during the late adolescence–early adulthood period, a period when some parents may be tempted to believe that they can do little to motivate their offspring.