高绩效工作系统、心理契约违背与反生产行为之间的关系研究:一个被调节的中介模型 本期目录 >>
Title: The research on the relationship among High Performance Work System, Psychological Contract Violation and Counterproductive Work Behavior
作者 王娟;张喆;范文娜
Author(s): Wang Juan; Zhang Zhe ; Fan Wenna
摘要: 摘要:近年来,反生产行为作为普遍存在于组织中的一种消极行为,日益受到企业界和学术界的关注。鉴于其对组织造成的消极影响,本研究从员工所接触的一系列人力资源管理实践及员工的心理契约出发,基于社会交换理论,采用问卷调查的方式对高绩效工作系统与员工反生产行为之间的关系进行了深入研究,探讨了心理契约违背在二者之间的中介作用,并进一步探究了个体的道德认同在此过程中的调节作用。研究结果表明,心理契约违背在高绩效工作系统与反生产行为之间起着中介作用,高绩效工作系统通过减少员工的心理契约违背继而减少员工的反生产行为,道德认同负向调节了心理契约违背与组织指向的反生产行为之间的关系,并在整个模型中有调节作用。研究没有发现道德认同在心理契约违背与人际指向的反生产行为之间起调节作用。
Abstract: Abstract: Counterproductive work behavior (CWB), which defined as volitional employee behavior intended to harm the organization and its members, has become a fast-growing research topic in management. CWB can be directed at the organization (CWB-O) or specific persons (CWB-P), and poses threats to effective organizational functioning. Therefore, the relevant issues of how to reduce employee counterproductive work behavior have been attached much importance to by scholars and practitioners in recent years. To decrease this kind of deviant behavior, we introduce high-performance work systems (HPWS), which defined as a set of practices that typically comprise comprehensive recruitment and selection, incentive-based compensation, performance management, extensive employee involvement, and detailed training initiatives. Based on social exchange theory, we explore the effect of high-performance work systems on counterproductive work behavior by examining the mediating effects of psychological contract violation, and further hypothesize moderated-mediation relationships relating the interaction of psychological contract violation and moral identity to counterproductive work behavior. Using the data from questionnaire survey, the results revealed that (1) high performance work system is negatively related to counterproductive work behavior and psychological contract violation ;(2) psychological contract violation is positively related to counterproductive work behavior ;(3) psychological contract violation mediates the relationship between high performance work system and counterproductive work behavior. Namely, high performance work system can reduces counterproductive work behavior by reducing psychological contract violation;(4)moral identity is negatively related to counterproductive work behavior;(5)moral identity negatively moderates the relationship between psychological contract violation and CWB-O, and it has effect in moderating the indirect effect of high performance work system on counterproductive work behavior mediated by psychological contract violation; (6)however, moral identity doesn’t moderate the relationship between psychological contract violation and CWB-P, and it has not effect in moderating the indirect effect of high performance work system on counterproductive work behavior mediated by psychological contract violation either. Specifically, this study has both theoretical and practical implications. Theoretically, this study is among the first to look at the relationship between high-performance work systems and counterproductive work behavior through a unique integration of social exchange theory and discrepancy model of psychological contract violations. Research on high-performance work systems primarily focuses on the connotations and its impact on organizational performance, and ignored its impact on individual level, especially individual negative behavior. This study includes employee counterproductive work behavior in its models, and analyzes the mediating role of psychological contract violation in the relation between high-performance work systems and counterproductive work behavior. The study further explores the contingency effect of employee moral identity on employee behaviors. Practically, the paper can shed new light on the effect of high-performance work systems and employee moral identity on counterproductive work behavior. Our findings are helpful in promoting high-performance work systems, recruiting employees with high moral identity. In view of this, this study explores not only the relationship between high-performance work systems and counterproductive work behavior, but also the role of psychological contract violation in the process. Meanwhile, the paper introduces the factor of employee moral identity in order to reduce counterproductive work behavior.
关键词: 反生产行为;高绩效工作系统;心理契约违背;道德认同
Keywords: counterproductive work behavior; high performance work system; psychological contract violation; moral identity
基金项目: 国家自然科学基金资助项目;新世纪优秀人才支持计划资助项目;陕西省青年科技新星支持计划资助项目;陕西省留学人员科技活动择优资助项目
发表期数: 2018年 第2期
中图分类号: 文献标识码: 文章编号:
参考文献/References:

[1] Yang J, Diefendorff JM. The relations of daily counterproductive workplace behavior with emotions, situational antecedents, and personality moderators: A diary study in Hong Kong[J]. Personnel Psychology, 2009, 62(2): 259-295.

[2] Takeuchi R, Chen G, Lepak DP. Through the Looking Glass of a Social System: Cross-Level Effects of High-Performance Work Systems on Employees' Attitudes[J]. Personnel Psychology,2009,62(1):1-29.

[3] 杜旌, 李难难, 龙立荣. 基于自我效能中介作用的高绩效工作系统与员工幸福感研究[J].管理学报,2014,11(2):215-221.

[4] 苗仁涛, 周文霞, 李天柱. 高绩效工作系统与员工态度: 一个社会交换视角[J].管理科学,2013,26(5):39-49.

[5] Rousseau D. Psychological contracts in organizations: Understanding written and unwritten agreements [M]. Sage, 1995.

[6] 朱晓妹, 王重鸣. 中国背景下知识型员工的心理契约结构研究[J].科学学研究,2005,23(1):118-122.

[7] 魏峰,李燚,任胜刚.组织行为对管理者感知心理契约违背的影响[J].南开管理评论,2006,9(6):20-25.

[8] 张永军,廖建桥,赵军.国外组织公民行为与反生产行为关系研究述评[J].外国经济与管理,2010,32(5):31-39.

[9] Wright PM, Dunford BB, Snell S A. Human resources and the resource based view of the firm[J]. Journal of management, 2001, 27(6): 701-721.

[10] Delery JE. Issues of fit in strategic human resource management: Implications for research[J].Human resource management review,1998,8(3):289-309.

[11] Guest DE. Human resource management and performance: still searching for some answers[J]. Human Resource Management Journal,2011,21(1):3-13.

[12] 程德俊,赵曙明.高参与工作系统与企业绩效:人力资本专用性和环境动态性的影响[J].管理世界,2006,3:86-93.

[13] Settoon RP, Bennett N, Liden RC. Social exchange in organizations: Perceived organizational support, leader–member exchange, and employee reciprocity[J].Journal of applied psychology,1996,81(3):219.

[14] Guest D E. The psychology of the employment relationship: an analysis based on the psychological contract [J]. Applied psychology, 2004, 53(4): 541-555.

[15] Matta FK, Erol—Korkmaz HT, Johnson RE, et al. Significant work events and counterproductive work behavior: The role of fairness, emotions, and emotion regulation[J]. Journal of Organizational Behavior, 2014, 35(7): 920-944.

[16] Spector PE, Fox S. An emotion-centered model of voluntary work behavior: Some parallels between counterproductive work behavior and organizational citizenship behavior[J]. Human Resource management review, 2002, 12(2): 269-292.

[17] Way SA. High performance work systems and intermediate indicators of firm performance within the US small business sector[J]. Journal of Management, 2002, 28(6): 765-785.

[18] Turnley WH, Feldman DC. A discrepancy model of psychological contract violations[J]. Human Resource Management Review, 1999, 9(3):367-385.

[19] Lemire L, Rouillard C. An empirical exploration of psychological contract violation and individual behaviour: The case of Canadian federal civil servants in Quebec[J]. Journal of Managerial Psychology, 2005, 20(2): 150-163.

[20] Aquino K, Reed A. The self-Importance of moral identity[J].Journal of Personality and Social Psychology,2002,83:1423-1440.

[21] Reed A,Aquino K.Moral identity and the expanding circle of moral regard toward out-groups[J].Journal of Personality and Social Psychology,2003,84:1270-1286.

[22] Sage L, Kavussanu M, Duda J. Goal orientations and moral identity as predictors of prosocial and antisocial functioning in male association football players[J]. Journal of Sports Sciences, 2006, 24(5): 455-466.

[23] Erikson EH. Insight and responsibility [M]. New York: Norton, 1964.

[24] Reynolds SJ, Ceranic TL. The effects of moral judgment and moral identity on moral behavior: An empirical examination of the moral individual [J]. Journal of Applied Psychology, 2007,92, 1610-24.

[25] Xiao Z, Björkman I. High commitment work systems in Chinese organizations: A preliminary measure[J]. Management and Organization Review, 2006, 2(3): 403-422.

[26] Morrison EW, Robinson SL. When employees feel betrayed: A model of how psychological contract violation develops[J]. Academy of management Review, 1997, 22(1): 226-256.