本文選題：企業(yè)文化 + 自我領導　； 參考：《西南大學》2017年碩士論文

【摘要】：隨著現(xiàn)代企業(yè)員工受教育水平的不斷提高,他們越來越注重自我價值的實現(xiàn)和自我能力的提高,因此,企業(yè)未來不再只是依賴強制性的規(guī)章制度就能約束員工的工作行為,以保證企業(yè)持續(xù)穩(wěn)定的發(fā)展,也不能僅憑增加薪酬福利等物質(zhì)獎勵就能加強員工的工作投入度和工作滿意度,以減少員工流失率。而企業(yè)文化涵蓋了整個企業(yè)的行為規(guī)范和經(jīng)營理念等各個方面,它并不是通過采用強制性的手段,來讓企業(yè)員工嚴格遵守各種規(guī)章制度和紀律法規(guī),而是通過對企業(yè)員工的不斷影響和引導,來培養(yǎng)他們的自主性,讓員工產(chǎn)生一種自我約束力。因此,企業(yè)文化便成為了現(xiàn)代企業(yè)凝聚和引導員工為企業(yè)奉獻的重要手段。在知識經(jīng)濟時代,企業(yè)應該注重以人為本,在組織和管理者的幫助下努力為員工的自主性、進取心和責任心等方面的培養(yǎng)和發(fā)展創(chuàng)造環(huán)境,以培養(yǎng)出更多具有自我領導能力的員工,從而提高企業(yè)的整體績效。國外的許多組織已把自我領導應用于管理領域的許多方面,體現(xiàn)出了自我領導的巨大應用價值,然而與國外相比,國內(nèi)在自我領導方面的研究才剛剛起步,關于企業(yè)文化對員工自我領導影響的研究更是少見。因此,對企業(yè)文化與員工自我領導之間的關系進行深入的研究,具有重要的理論意義和現(xiàn)實意義。基于此,本文的研究目的就是揭示企業(yè)文化對員工自我領導的影響作用,即不同類型的企業(yè)文化對自我領導及其各維度存在何種程度的影響,從而根據(jù)研究結(jié)論提出一些政策應用,以期為國內(nèi)企業(yè)管理者從企業(yè)文化方面提高員工的自我領導能力提供一些理論參考。首先本文在閱讀了企業(yè)文化和自我領導相關文獻的基礎上,分析了企業(yè)文化對企業(yè)具有的重要作用,以及國內(nèi)外學者和企業(yè)管理者對企業(yè)文化的重視;其次綜述了自我領導的研究現(xiàn)狀,進而提出從企業(yè)文化角度出發(fā)研究員工的自我領導;再次在對國內(nèi)外相關研究,包括企業(yè)文化、員工自我領導和企業(yè)文化對員工的影響等進行綜述的基礎上,分析了二者之間的因果關系,提出了企業(yè)文化對員工自我領導影響的研究假設,并在此基礎上建立理論模型;然后使用前人設計的滿足此次研究目的的調(diào)查問卷,以河南各省市的247名不同個體特征和不同行業(yè)的企業(yè)員工為研究對象,進行數(shù)據(jù)的收集,為實證研究奠定基礎。本文通過SPSS23.0和AMOS21.0軟件對調(diào)研收集的有效數(shù)據(jù)進行統(tǒng)計分析,首先進行效度分析和信度分析,以驗證問卷的有效性及可靠性;其次進行描述性統(tǒng)計分析,以了解調(diào)查對象的基本情況以及企業(yè)文化和員工自我領導的現(xiàn)狀;再次進行相關分析和回歸分析,以研究企業(yè)文化與員工自我領導之間的影響關系;最后對研究假設進行檢驗。實證研究得出的結(jié)論有:第一,企業(yè)文化對員工自我領導具有顯著的正向影響作用;第二,不同類型的企業(yè)文化對員工自我領導的影響程度存在差異:團隊型企業(yè)文化、靈活型企業(yè)文化和市場型企業(yè)文化對員工自我領導均具有顯著正向影響,且影響程度存在差異,而層級型企業(yè)文化對員工自我領導的影響不顯著;第三,不同類型的企業(yè)文化對自我領導各維度的影響程度存在差異:團隊型企業(yè)文化和靈活型企業(yè)文化對自我領導的三個維度均具有顯著正向影響,并且影響程度存在差異,而市場型企業(yè)文化僅對自我領導的自然獎賞戰(zhàn)略維度具有正向影響。最后,本文對研究結(jié)果進行分析,并提出一些政策應用:(1)現(xiàn)代企業(yè)要建設與企業(yè)和個體發(fā)展相適應的企業(yè)文化(2)團隊型企業(yè)文化應作為現(xiàn)代企業(yè)文化建設的重點(3)具有不同類型企業(yè)文化的企業(yè)要采取差別化的管理方法
[Abstract]:With the continuous improvement of the educational level of the employees in modern enterprises, they pay more and more attention to the realization of self value and the improvement of their self ability. Therefore, the future of the enterprise is no longer dependent on the mandatory rules and regulations to restrain the employees' work behavior, so as to ensure the continuous and stable development of the enterprises, and not only the material awards, such as the increase of remuneration and welfare, etc. Encouragement can strengthen the employees' work input and job satisfaction in order to reduce the rate of employee turnover. The enterprise culture covers all aspects of the behavior norms and management concepts of the whole enterprise. It is not by the use of mandatory means to let employees strictly abide by various rules and regulations and rules and regulations, but through the employees of the enterprise. In the era of knowledge economy, enterprises should pay attention to people oriented and strive for the autonomy of employees under the help of group weaving and managers. The development and development of enterprising and responsible creativity and development create an environment to cultivate more employees with self-leadership, thus improving the overall performance of the enterprise. Many foreign organizations have applied Self Leadership in many aspects of management, reflecting the great application value of self-leadership, however, compared with foreign countries, domestic The research on self leadership has just started, and the research on the influence of corporate culture on employee self leadership is more rare. Therefore, it is of great theoretical and practical significance to study the relationship between enterprise culture and employee self leadership. The impact of industrial self leadership, that is, the influence of different types of corporate culture on Self Leadership and its dimensions, provides some policy applications according to the conclusions of the study, in order to provide some theoretical references for domestic enterprise managers to improve their self-leadership ability from the corporate culture. On the basis of the related literature of enterprise culture and self leadership, it analyzes the important role of enterprise culture to the enterprise, as well as the attention of domestic and foreign scholars and enterprise managers to the enterprise culture. Secondly, it summarizes the research status of self leadership, and then puts forward to study the Self Leadership of employees from the perspective of enterprise culture; again in China. On the basis of a summary of the external related studies, including corporate culture, employee self leadership and the influence of corporate culture on employees, this paper analyzes the causal relationship between the two and puts forward the research hypothesis of the influence of corporate culture on employees' Self Leadership, and builds a theoretical model based on this, and then uses the previous design to meet this study. The questionnaire, taking 247 different individual characteristics and enterprises in various provinces and cities of Henan as the research object, carries out the data collection and lays the foundation for the empirical research. This paper carries out the statistical analysis of the effective data collected by the SPSS23.0 and AMOS21.0 software, and first carries out the validity analysis and reliability analysis to verify the validity of the data. The validity and reliability of the questionnaire, followed by descriptive statistical analysis, in order to understand the basic situation of the survey object and the status of enterprise culture and employee self leadership; again to carry out the correlation analysis and regression analysis to study the relationship between enterprise culture and employee self leadership; finally, the research hypothesis is tested. Empirical research. The conclusions are as follows: first, corporate culture has a significant positive impact on Employee Self Leadership; second, the influence degree of different types of corporate culture on employee self leadership is different: team enterprise culture, flexible enterprise culture and market type enterprise culture have significant positive impact on employee self leadership. There are differences in the degree of influence, while the influence of hierarchical enterprise culture on employee self leadership is not significant. Third, there are differences in the influence degree of different types of corporate culture on the dimensions of Self Leadership: team type enterprise culture and flexible enterprise culture have significant positive influence on the three dimensions of self leadership, and the influence degree is stored. In the difference, the market type enterprise culture has a positive impact on the self leadership's natural reward strategy dimension. Finally, this paper analyzes the research results and puts forward some policy applications: (1) the modern enterprise should build the enterprise culture adapted to the enterprise and individual development (2) the team type enterprise culture should be built as the modern enterprise culture. Key points (3) enterprises with different types of corporate culture should adopt differentiated management methods.

【學位授予單位】：西南大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F272.92;F270

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