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作 者:陈建安[1,2] 程爽[1] 陈瑞[1] Chen Jianan;Cheng Shuang;Chen Rui(Economics and Management School,Wuhan University,Wuhan 430072;Research Center for China Industry-University-Research Institute Collaboration,Wuhan University,Wuhan 430072)
机构地区:[1]武汉大学经济与管理学院,武汉430072 [2]武汉大学中国产学研合作问题研究中心,武汉430072
出 处:《管理评论》2020年第11期170-183,共14页Management Review
基 金:国家社会科学基金“十二五”规划教育学一般课题(BIA150092)。
摘 要:基于自我调节理论,以来自31家企业283名员工的配对调查数据,考察一致性文化、成就动机对自我导向型工作重塑多维多向行为的驱动机制。多层次分析结果显示:成就动机和一致性文化(作为强文化)均能独立驱动促进型重塑行为(即增加关系性资源、增加结构性资源、增加挑战性要求),但并不能抑制防御型重塑行为(即减少阻碍性要求);一致性文化(作为关系导向型文化)仅能减弱成就动机对增加关系性资源的积极影响,但并不能强化成就动机对增加结构性资源、增加挑战性要求和减少阻碍性要求的影响。这些结论揭示了成就动机和一致性文化是自我导向型工作重塑行为的双核驱动力,并且一致性文化在成就动机和自我导向型工作重塑行为之间的调节效应具有一定指向性。研究结论不仅从理论上丰富了自我导向型工作重塑行为的前因研究,也为实务界对如何引导员工开展更多促进型工作重塑活动拓宽了思路。Based on self-regulatory theory,this paper uses the dyad data of 283 employees from 31 companies to investigate how consistent culture and achievement motivation drive multi-dimensional and multi-directional behaviors of self-centered job-crafting.The results of multilevel analysis show:Both achievement motivation and consistent culture(as a strong culture)can independently drive individuals to perform more promotion-focused job-crafting behavior(including increasing relational resources,increasing structural resources and increasing challenging demands),but can not inhibit the prevention-focused job-crafting behavior(i.e.,decreasing hindering job demands);Consistent culture(as a relationship-oriented culture)can only mitigate the positive impact of achievement motivation on increasing relational resources,but can not moderate the effect of achievement motivation on increasing structural resources,increasing challenging demands and decreasing hindering demands.These results highlight that achievement motivation and consistent culture are the dual core drivers of job-crafting behaviors,and the interaction effects between the dual core driving forces exist only in specific culture type and its corresponding behavior.These conclusions not only enrich the antecedents of self-centered job-crafting behavior but also provide some viewpoints on how to guide the employees to craft their job positively.
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