组织变革承诺的提升机制——模型与跨层次检验  

The Facilitating Mechanism of Commitment to Change: A Cross-Level Empirical Examination

作　　者：秦志华[1] 王冬冬[1] 冯云霞[1] 

机构地区：[1]中国人民大学商学院,北京100872

出　　处：《科学学与科学技术管理》2015年第12期79-89,共11页Science of Science and Management of S.& T.

基　　金：中国人民大学2015年度拔尖创新人才培育资助计划项目(2013000555)

摘　　要：以43家企业274名员工为对象,运用跨层次研究方法,探讨员工的组织变革承诺及其形成机理。研究发现,促进员工组织变革承诺的人力资源管理实践是高参与工作系统。实证结果显示,员工组织变革承诺包括情感性承诺和规范性承诺,两种承诺都与高参与工作系统正相关,心理授权在二者之间起中介作用。其中情感性承诺受到心理授权完全中介影响,规范性承诺受到部分中介影响。在此基础上,又进一步将心理授权分为内在状态和比较状态两种类型,实证结果显示,内在状态和比较状态与情感变革承诺显著正相关,比较状态与规范变革承诺显著正相关,而内在状态与规范变革承诺是不相关的。Using survey data of 274 employees and 43 HR managers from 43 finns in China, results of hierarchical regression analysis revealed that, high involvement work systems were positively related to affective and norma- tive commitment to change. Psychological empowerment fully mediated high involvement work systems and affective commitment to change, but partially mediated high involvement work systems and normative commitment to change. This paper also found that two types of psychological empowennent, intrapersonal state and interactional state, were positively related to affective commitment to change, however, only interactional state positively related to normative commitment to change.

关 键 词：高参与工作系统 心理授权 变革承诺 

分 类 号：F279.21[经济管理—企业管理]