企业团队成员构建的“异质再平衡”——基于河北某食品有限公司的案例研究  

The Heterogeneous Re-Balance made by Enterprise Team Member——A Case Study of Hebei XX Food Co.,Ltd

作　　者：庞宇[1] 周文霞[2] 武星[1] 李艳[3] 

机构地区：[1]石家庄经济学院商学院 [2]中国人民大学劳动人事学院 [3]清华大学经济管理学院

出　　处：《中国人力资源开发》2015年第16期71-78,86,共9页Human Resources Development of China

基　　金：河北省人力资源和社会保障课题(JSR-2015-5008)资助

摘　　要：本文采用案例研究的方法,对"异质再平衡"的概括性界定和过程进行了探索性的研究。"异质再平衡"现象是具有团队所不具备的特质并有足够付出意愿的新员工进入团队后,通过新员工异质与团队其他成员特质的碰撞,打破团队原有平衡,最终将个人异质融入团队,形成团队特质再平衡的团队良性发展过程。"异质再平衡"现象的过程可以化为分四个阶段:适应阶段,特质体现、打破平衡阶段,冲突阶段,再平衡阶段。本文最后提出了未来的研究方向,以期对"异质再平衡"进一步提出、完善和发展奠定基础性作用。In this paper, a case study is used to explore the definition and process of the phenomenon of heterogeneous re-balance.The phenomenon of heterogeneous re- balance is related to a team that has the characteristics that the normal team does not have, and has enough new employees who are willing to contribute themselves to their team.Through the collision of new employees heterogeneity and team members characteristics, the balance of the normal balance would be broken, and ultimately the individual heterogeneit3~ is integrated into the formation of team characteristics, in order to form the healthy developmental process of heterogeneous re-balance. The process of heterogeneous re-balance can be divided into four stages： the adaptation stage, the reflection of characteristics, the breaking of the balance stage, the stage of conflict and the balance stage.In the end of this paper future research directions are presented, so as to lay a foundation on the proposal, improvement and development of the phenomenon of heterogeneous re-balance.

关 键 词：新员工 异质 冲突 再平衡 

分 类 号：F272.92[经济管理—企业管理] F426.82[经济管理—国民经济]