未来清晰一定会导致工作投入吗?系统视角下的定性比较研究  

Does Salient Future Necessarily Lead to Work Engagement?Qualitative Comparative Study from a Systematic Perspective

作　　者：杨洋[1] 苏莹莹 李仲秋 刘宝巍[1] Yang Yang;Su Yingying;Li Zhongqiu;Liu Baowei(School of Economics and Management,Harbin Institute of Technology,Harbin 150000)

机构地区：[1]哈尔滨工业大学经济与管理学院,哈尔滨150000

出　　处：《管理评论》2022年第1期191-204,共14页Management Review

基　　金：国家自然科学基金面上项目(71872058,71372089);中央高校基本科研业务费专项资金资助项目(HIT.HSS.201842)。

摘　　要：员工工作投入一直是管理领域的研究重点,其会受到多种因素的影响,包括未来工作自我、感知组织支持等。但是这些因素是如何组合导致工作投入的呢?这是近年来研究者和管理者比较关注的问题。本文在文献研究的基础上,通过问卷调查收集数据,并采用模糊集定性比较分析方法对影响工作投入的因素进行整合性分析。最终得出六条等效路径,并按照核心条件分为三类:对主动性人格的员工,企业可以通过塑造清晰的未来工作自我来提高工作投入;对非主动性人格的员工,企业可以通过塑造员工清晰的未来工作自我和共享价值观来刺激工作投入;对于未来工作自我不清晰的员工,企业可以通过塑造共享价值观和满足员工的自我实现需求来提高工作投入。Employees’work engagement has been a research focus in the field of management,and it can be affected by a variety of factors,including future work self,perceived organizational support,etc.But how do these factors jointly lead to work engagement?This is a matter of concern to researchers and managers recently.On the basis of literature research,this paper collects data through questionnaires and uses fuzzy set qualitative comparative analysis to analyze the factors that influence the work engagement.Finally,this study gets six equivalent configurations,and divides them into three categories:For employees with proactive personality,enterprises can improve their work engagement by shaping salient future work selves;for employees without proactive personality,enterprises can stimulate their work engagement by shaping employees’salient future work selves and shared values;for employees who are not clear about their future work selves,enterprises can improve their engagement by building shared values and meeting employees’self-actualization needs.

关 键 词：工作投入 未来工作自我 定性比较分析 

分 类 号：F272.92[经济管理—企业管理]