【摘要】：組織文化理論自20世紀(jì)80年代提出以來(lái),其在組織管理中的重要作用日漸顯現(xiàn),研究熱度持續(xù)高漲。與此同時(shí),組織公民行為作為自發(fā)性質(zhì)的"角色外行為",也日益得到學(xué)術(shù)界的重視和關(guān)注。通過(guò)探討基層公共部門(mén)組織文化類(lèi)型與組織公民行為的關(guān)系,分析不同類(lèi)型的組織文化認(rèn)知對(duì)組織公民行為的影響及程度,提出優(yōu)化基層公共部門(mén)組織文化建設(shè),提升組織公民行為的對(duì)策建議。基于對(duì)中原某縣人民檢察院組織文化類(lèi)型及其53名工作人員組織公民行為的實(shí)證研究,通過(guò)對(duì)統(tǒng)計(jì)數(shù)據(jù)進(jìn)行信度、效度檢驗(yàn)、均值比較、相關(guān)性分析及回歸分析等,結(jié)合調(diào)研中的一手訪談資料,得出如下結(jié)論:(1)現(xiàn)有基層公共部門(mén)組織文化類(lèi)型認(rèn)知總體為等級(jí)森嚴(yán)式,部落式得分稍次于等級(jí)森嚴(yán)式,市場(chǎng)為先式和臨時(shí)體制式得分相對(duì)靠后。(2)我國(guó)基層公共部門(mén)組織公民行為處于相對(duì)較高水平。其中,協(xié)助同事、敬業(yè)守法、人際和諧維度得分較高,公私分明、認(rèn)同組織維度得分相對(duì)較低。(3)不同性別、年齡、學(xué)歷、工作年限、職位、收入等背景變量下的組織公民行為不存在顯著性差異。(4)部落式組織文化與組織公民行為具有顯著正相關(guān);市場(chǎng)為先式、等級(jí)森嚴(yán)式文化與組織公民行為具有顯著負(fù)相關(guān);臨時(shí)體制式文化與組織公民行為無(wú)顯著相關(guān)。(5)不同組織文化認(rèn)知下的組織公民行為存在顯著性差異,且部落式文化認(rèn)知下的組織公民行為總體優(yōu)于等級(jí)森嚴(yán)式,市場(chǎng)為先式文化認(rèn)知下的組織公民行為表現(xiàn)較為搖擺,但總體次于部落式文化下的組織公民行為。為此,基層公共部門(mén)可以從文化、組織、領(lǐng)導(dǎo)、工作任務(wù)四個(gè)層面著手,加以改進(jìn)組織文化建設(shè),優(yōu)化組織公民行為:從文化層面而言,堅(jiān)持以人為本營(yíng)造和諧的組織氛圍,打造服務(wù)型政府培育基層公務(wù)人員的公共行政精神;從組織層面而言,合理利用隱性激勵(lì)手段,關(guān)注員工需求與職業(yè)發(fā)展,加強(qiáng)成員間的交流與合作;從領(lǐng)導(dǎo)層面而言,逐步由交易型領(lǐng)導(dǎo)向變革型領(lǐng)導(dǎo)轉(zhuǎn)變,適度強(qiáng)化員工在集體決策中的參與權(quán)和知情權(quán),加強(qiáng)縱向與橫向溝通,構(gòu)建融洽的領(lǐng)導(dǎo)—成員關(guān)系;從任務(wù)層面而言,以合理的崗位設(shè)計(jì)與操作適度開(kāi)展崗位輪換,注重績(jī)效反饋,實(shí)現(xiàn)員工個(gè)人與組織集體的協(xié)同發(fā)展。同時(shí)為規(guī)避組織公民行為升級(jí)等負(fù)面效應(yīng),應(yīng)對(duì)組織公民行為進(jìn)行辨別與區(qū)分,防止因過(guò)度宣傳組織公民行為和使用"顯性激勵(lì)"手段,削弱組織成員表現(xiàn)優(yōu)秀組織公民行為的動(dòng)機(jī)與熱情。
[Abstract]:Since the theory of organizational culture was put forward in 1980's, its important role in organizational management has gradually appeared, and the research heat has been rising continuously. At the same time, organizational citizenship behavior (OCB), as a spontaneous character, has been paid more and more attention by academic circles. This paper discusses the relationship between organizational culture types and organizational citizenship behavior in the grass-roots public sector, analyzes the influence and extent of different organizational culture cognition on organizational citizenship behavior, and proposes to optimize the organizational culture construction in the grass-roots public sector. Countermeasures and suggestions for promoting organizational Citizenship behavior. Based on an empirical study of organizational culture types and organizational citizenship behavior of 53 staff members of a people's Procuratorate in Central Plains, the statistical data were tested for reliability, validity, mean value comparison, correlation analysis and regression analysis. Combined with the first-hand interview materials in the research, the following conclusions are drawn: (1) the existing grass-roots public sector organizational culture type cognition is generally hierarchical, tribal score is slightly lower than hierarchical style, The scores of market preemption and temporary system are relatively low. (2) the organizational citizenship behavior of grass-roots public sector in China is relatively high. Among them, assisting colleagues, professional and law-abiding, interpersonal harmony dimension score higher, public-private clear, identity organizational dimension score is relatively low. (3) different gender, age, education, working life, position, There is no significant difference in organizational citizenship behavior under background variables such as income. (4) there is a significant positive correlation between tribal organizational culture and organizational citizenship behavior; Market is the first type, hierarchical culture has a significant negative correlation with organizational citizenship behavior; There was no significant correlation between temporary institutional culture and organizational citizenship behavior. (5) there were significant differences in organizational citizenship behavior under different organizational culture cognition, and the organizational citizenship behavior under tribal culture cognition was generally superior to hierarchical citizenship behavior. The behavior of organizational citizenship under the pre-culture cognition of market is rocking, but it is inferior to the organizational citizenship behavior under tribal culture. Therefore, the grass-roots public sector can improve the organizational culture construction and optimize the organizational citizenship behavior from four aspects of culture, organization, leadership and work tasks: from the cultural level, adhere to people-oriented to create a harmonious organizational atmosphere, Build a service-oriented government to cultivate the public administration spirit of grass-roots public servants; From the organizational level, reasonable use of implicit incentives, pay attention to the needs of employees and career development, strengthen the exchange and cooperation among members; From the leadership level, gradually from transactional leadership to transformational leadership, moderately strengthen employees' right to participate and know in collective decision-making, strengthen vertical and horizontal communication, and build a harmonious leader-member relationship; From the task level, the reasonable post design and operation should be used to carry out the post rotation, pay attention to the performance feedback, and realize the cooperative development between the individual and the organization. At the same time, in order to avoid the negative effects such as the escalation of organizational citizenship behavior, we should distinguish and distinguish the organizational citizenship behavior, prevent excessive propaganda of organizational citizenship behavior and use of "explicit incentive" means. Weaken the motivation and enthusiasm of organization members to express outstanding organizational citizenship behavior.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類(lèi)號(hào)】：C936

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