發(fā)布時(shí)間：2018-05-31 22:34

  本文選題：工作-家庭文化 + 工作-家庭增益　； 參考：《東北財(cái)經(jīng)大學(xué)》2016年博士論文

【摘要】：工作和家庭是員工生活中最重要的兩個(gè)領(lǐng)域,近年來,經(jīng)濟(jì)全球化和知識(shí)經(jīng)濟(jì)的不斷發(fā)展,加班文化的盛行和性別角色的模糊,以及雙職工家庭和單親家庭數(shù)量的不斷增加,對(duì)員工如何在工作職責(zé)和家庭責(zé)任之間尋求平衡提出了巨大的挑戰(zhàn)。由于工作-家庭關(guān)系的好壞與員工身心健康、離職意愿以及工作績(jī)效息息相關(guān),因此,如何幫助員工在工作和家庭之間尋求更好的平衡,促進(jìn)員工積極工作-家庭關(guān)系的實(shí)現(xiàn),成為學(xué)者和管理者們都亟待解決的重要議題。在實(shí)踐中,為了幫助員工更好的平衡工作職責(zé)和家庭責(zé)任,企業(yè)管理者在組織內(nèi)為員工提供了很多組織家庭支持,這些組織內(nèi)的家庭支持分為正式家庭支持和非正式家庭支持兩大類。其中,正式的組織家庭支持包括諸如彈性工作制、遠(yuǎn)程辦公以及家庭友好計(jì)劃等措施,但是,越來越多的研究和實(shí)踐證實(shí),正式的組織家庭支持實(shí)施的效果并不理想,如果沒有強(qiáng)調(diào)工作家庭平衡的組織規(guī)范和價(jià)值觀作為支持,僅僅提供這些正式的家庭支持政策和措施并不足以幫助員工解決問題。因此,企業(yè)管理者和研究者們將關(guān)注的焦點(diǎn)逐漸集中在隱性的非正式家庭支持上。而工作-家庭文化,是組織非正式家庭支持環(huán)境的重要組成部分。對(duì)于工作-家庭文化的研究,學(xué)者們?cè)谔接懫渑c員工工作-家庭界面關(guān)系時(shí),選取的結(jié)果變量主要集中在工作-家庭沖突這—消極工作-家庭關(guān)系結(jié)果變量上,缺乏對(duì)其與工作-家庭增益等積極工作-家庭關(guān)系結(jié)果變量關(guān)系的探討。在學(xué)術(shù)上,以往研究者們—直關(guān)注從消極視角研究工作家庭關(guān)系。隨著積極心理學(xué)的日益興起,學(xué)者們逐漸認(rèn)識(shí)到,要想完整的探討工作家庭關(guān)系,僅僅涉及消極的一面是不全面的,工作和家庭之間積極的一面更為重要。因此,學(xué)者們開始重注員工個(gè)人層次工作績(jī)效和生活水平之間的相互促進(jìn)與提高,工作-家庭增益這一構(gòu)念應(yīng)運(yùn)而生。工作-家庭增益包括工作對(duì)家庭增益和家庭對(duì)工作增益兩個(gè)方向的內(nèi)容。自工作-家庭增益構(gòu)念被提出以后,學(xué)者們對(duì)其展開了大量的實(shí)證研究,但絕大多數(shù)學(xué)者僅關(guān)注工作對(duì)家庭增益方向,對(duì)于家庭對(duì)工作增益方向關(guān)注的較少。而且,對(duì)個(gè)體相關(guān)變量、工作相關(guān)變量和家庭相關(guān)變量這些工作-家庭增益的前因變量探討的較多,缺乏對(duì)工作-家庭界面因素的研究。與此同時(shí),有關(guān)工作-家庭增益中介機(jī)制和調(diào)節(jié)機(jī)制的研究也略顯匱乏。綜上,本文基于北京、天津、云南、山東、黑龍江、遼寧、甘肅、浙江、福建、廣西、上海、江蘇12個(gè)省份的18個(gè)城市22家企業(yè)的527份有效問卷對(duì)工作-家庭文化對(duì)員工工作對(duì)家庭增益和家庭對(duì)工作增益兩個(gè)增益方向的影響關(guān)系進(jìn)行了實(shí)證研究,并選定工作投入為中介變量,選定自我效能感為調(diào)節(jié)變量。本研究共分為7個(gè)章節(jié),具體內(nèi)容如下:第1章,緒論。闡述了本文的研究背景、意義、內(nèi)容與研究框架,與此同時(shí),說明了本文的技術(shù)路線和結(jié)構(gòu)安排,并闡明了本文應(yīng)用的研究方法和可能存在的創(chuàng)新點(diǎn)。第2章,文獻(xiàn)綜述。這一章節(jié)分別對(duì)工作-家庭文化、工作-家庭增益、工作投入以及自我效能感的概念內(nèi)涵以及前因后果研究進(jìn)行了回顧和述評(píng)。第3章,相關(guān)量表在中國(guó)情景下的檢驗(yàn)。應(yīng)用AMOS軟件分別對(duì)工作-家庭文化量表、工作投入量表、自我效能感量表以及工作-家庭增益量表(包括工作對(duì)家庭增益和家庭對(duì)工作增益兩個(gè)子量表)進(jìn)行驗(yàn)證性因子分析。第4章,工作-家庭文化對(duì)員工工作-家庭增益直接影響效應(yīng)研究。本章首先構(gòu)建了這一直接影響效應(yīng)的概念模型并提出了研究假設(shè),進(jìn)而在基于前文問卷調(diào)查獲得的數(shù)據(jù),應(yīng)用AMOS軟件分別分析了工作-家庭文化對(duì)員工工作對(duì)家庭增益的直接影響效應(yīng)和對(duì)員工家庭對(duì)工作增益的直接影響效應(yīng)。第5章,工作投入對(duì)工作-家庭文化與員工工作-家庭增益關(guān)系的中介作用研究。本章首先構(gòu)建了相應(yīng)的中介效用概念模型并提出了研究假設(shè),進(jìn)而在基于前文問卷調(diào)查獲得的數(shù)據(jù),應(yīng)用AMOS軟件分別對(duì)工作投入在工作-家庭文化與員工工作對(duì)家庭增益和家庭對(duì)工作增益之間的中介作用,進(jìn)行結(jié)構(gòu)方程分析。第6章,自我效能感對(duì)工作-家庭文化對(duì)員工工作-家庭增益影響關(guān)系的調(diào)節(jié)作用研究。本章首先構(gòu)建了相應(yīng)的調(diào)節(jié)作用概念模型并提出了研究假設(shè),進(jìn)而在基于前文問卷調(diào)查獲得的數(shù)據(jù),應(yīng)用Mp1us7.11軟件對(duì)自我效能感變量在工作-家庭文化與員工工作對(duì)家庭增益之間的調(diào)節(jié)作用,以及自我效能感在工作-家庭文化與員工家庭對(duì)工作增益之間的調(diào)節(jié)作用進(jìn)行分析。第7章,結(jié)論與展望。本章主要總結(jié)了研究結(jié)論,說明了本研究帶來的研究啟示,并論述了本研究的理論貢獻(xiàn)和實(shí)踐意義,分析了研究局限,展望了未來研究方向。本文得出的主要結(jié)論包括:結(jié)論一,工作-家庭文化對(duì)員工工作對(duì)家庭增益和家庭對(duì)工作增益兩個(gè)增益方向均具有顯著的直接影響效應(yīng)。進(jìn)一步地,工作-家庭文化的維度管理支持對(duì)員工工作對(duì)家庭增益的三個(gè)維度均具有顯著的正向影響,工作-家庭文化的維度時(shí)間需求對(duì)工作對(duì)家庭發(fā)展、對(duì)工作對(duì)家庭資本具有顯著的負(fù)向影響,工作-家庭文化的維度職業(yè)顧慮對(duì)員工工作對(duì)家庭增益三個(gè)維度均具有顯著的正向影響;管理支持對(duì)員工家庭對(duì)工作增益的三個(gè)維度均具有顯著的正向影響,時(shí)間需求對(duì)家庭對(duì)工作發(fā)展以及對(duì)家庭對(duì)工作效率皆具有顯著的負(fù)向影響,職業(yè)顧慮對(duì)員工家庭對(duì)工作增益三個(gè)維度均具有顯著的正向影響。結(jié)論二,工作投入在工作-家庭文化與員工工作對(duì)家庭增益和家庭對(duì)工作增益兩個(gè)增益方向之間均具有中介作用。更為具體地,工作投入的維度活力和奉獻(xiàn)在工作-家庭文化與員工工作-家庭增益之間均不具有中介作用。工作投入的維度專注在管理支持與員工工作對(duì)家庭發(fā)展、工作對(duì)家庭資本之間具有部分中介作用,專注在職業(yè)顧慮與員工工作對(duì)家庭發(fā)展、工作對(duì)家庭資本之間具有完全中介作用,專注在時(shí)間需求與員工工作對(duì)家庭發(fā)展、工作對(duì)家庭資本之間具有完全中介作用。專注在管理支持與員工家庭對(duì)工作增益三個(gè)維度之間均具有部分中介作用,專注在時(shí)間需求與員工家庭對(duì)工作發(fā)展、家庭對(duì)工作效率之間具有完全中介作用,專注在職業(yè)顧慮與員工家庭對(duì)工作增益三個(gè)維度之間均具有完全中介作用。結(jié)論三,自我效能感能夠調(diào)節(jié)工作-家庭文化與員工家庭對(duì)工作增益的關(guān)系,但對(duì)工作-家庭文化與員工工作對(duì)家庭增益的關(guān)系不具有調(diào)節(jié)效應(yīng)。換言之,對(duì)于具有不同水平自我效能感的員工而言,工作-家庭文化對(duì)其家庭對(duì)工作增益的影響程度是存在顯著差異的,但是,這一特性并不體現(xiàn)在工作-家庭文化對(duì)員工工作對(duì)家庭增益的影響上。本文的主要?jiǎng)?chuàng)新點(diǎn)在于:第一,發(fā)現(xiàn)了工作-家庭文化對(duì)員工工作對(duì)家庭增益和家庭對(duì)工作增益兩個(gè)增益方向均具有顯著的直接影響效應(yīng)。彌補(bǔ)了以往關(guān)于工作-家庭文化與員工工作-家庭關(guān)系的研究主要集中在工作-家庭沖突這一消極構(gòu)念上的不足,豐富了對(duì)積極結(jié)果的研究。第二,發(fā)現(xiàn)了工作投入的一個(gè)維度專注在工作-家庭文化與員工工作-家庭增益關(guān)系中的具體中介影響效應(yīng)。這就在對(duì)Greenhaus和Powe11提出的工作-家庭增益雙路徑模型進(jìn)行驗(yàn)證的同時(shí),更將其具體化,也進(jìn)一步明晰了工作-家庭文化對(duì)員工工作-家庭增益影響的作用。第三,揭示了自我效能感在工作-家庭文化與員工家庭對(duì)工作增益之間的調(diào)節(jié)效用。這就能夠?yàn)槲覈?guó)企業(yè)從積極視角出發(fā),基于工作-家庭文化對(duì)員工工作-家庭增益的作用以及員工本身的個(gè)體差異性,為員工工作-家庭增益的實(shí)現(xiàn)提供有效的促進(jìn)措施。
[Abstract]:Work and family are the two most important areas of employee's life. In recent years, economic globalization and the continuous development of knowledge economy, the prevalence of overtime culture and the blurring of gender roles, and the increasing number of dual family and single parent families have put forward a great deal on how to find a balance between job responsibility and family responsibility. Challenge. As the quality of work family relationship is closely related to employee's physical and mental health, turnover intention and job performance, how to help employees to find a better balance between work and family and to promote the realization of employees' active work family relationship has become an important issue to be solved by scholars and managers. In practice, To help employees better balance job responsibilities and family responsibilities, business managers provide a lot of organizational and family support to employees in the organization. Family support within these organizations is divided into two categories: formal family support and informal family support. Among them, formal organizational family support includes flexible work, telecommuting and home. However, more and more research and practice have proved that the effect of formal organizational family support is not ideal. If there is no emphasis on the organizational norms and values of working family balance as support, only these formal family support policies and measures are not enough to help employees to solve the problem. The focus of business managers and researchers focus on implicit informal family support. Work family culture is an important part of the informal family support environment. For the study of work family culture, the result variables are selected by the scholars when they discuss the relationship with the employees' work family interface. Focusing on the work family conflict, the negative work family relationship result variable, the study of the relationship between the positive work and family relationship outcome variables such as work family gain and other positive variables. It is gradually realized that in order to fully explore the working family relationship, only the negative side is not comprehensive, and the positive side between work and family is more important. Therefore, scholars begin to Renote the mutual promotion and improvement between the staff performance and the living standard of employees, and the work family gain has emerged as the times require. - family gain includes the two directions of work on family gain and family gain. Since the idea of self working family gain is proposed, a large number of empirical studies have been carried out by scholars, but most scholars pay little attention to the direction of work on the gain of the family and pay less attention to the direction of the work gain. Related variables, work related variables and family related variables are more discussed in these work - family gain antecedents, and lack of research on work - family interface factors. At the same time, the research on work - family gain mediating mechanisms and regulatory mechanisms is also scarce. In the end, this paper is based on Beijing, Tianjin, Yunnan, Shandong, Heilongjiang, 527 valid questionnaires from 22 enterprises in 18 cities in 12 provinces of Liaoning, Gansu, Zhejiang, Fujian, Guangxi, Shanghai and Jiangsu have conducted empirical research on the relationship between work family culture and family gain and family gain in the two gain direction of work gain, and selected work as an intermediary variable and selected self-efficacy. The research is divided into 7 chapters. The main contents are as follows: the first chapter, the introduction. The research background, significance, content and research framework are expounded. At the same time, the technical route and structure arrangement of this article are explained, and the research methods and possible innovation points in this article are clarified. Second chapters and literature review. Don't review and review the concept of work family culture, work family gain, work input and self efficacy. The third chapter is the test of the related scale under Chinese situation. The application of AMOS software to work family culture scale, work input scale, self-efficacy scale and work home respectively. The verifying factor analysis of the court gain scale (including work on family gain and family gain two subscales). The fourth chapter, the study of the effect of work family culture on employee work and family gain. This chapter first constructs the conceptual model of this direct effect effect and puts forward the research hypothesis, and then based on the previous article. The data obtained by the questionnaire are used to analyze the effect of work family culture on the direct impact of work family culture on the family gain and the direct impact on the work gain of employees. The fifth chapter is the study of the intermediary role of work input on work family culture and employee work family benefit relationship. The first part of this chapter is the structure of AMOS. The corresponding conceptual model of intermediary utility is built and the research hypothesis is proposed. Then, based on the data obtained from the previous questionnaire survey, the AMOS software is applied to the structural equation analysis of the work input between work family culture and employee work on the family gain and the family gain of the work. The sixth chapter, self efficacy sense Research on the role of work family culture on the relationship between employee work and family gain. Firstly, this chapter constructs the corresponding conceptual model of regulation function and puts forward the research hypothesis, and then, based on the data obtained from the previous questionnaire survey, the Mp1us7.11 software is applied to the work family culture and employee work. The adjustment of the court gain and the self-efficacy of the self-efficacy in the work family culture and the employee family's adjustment to the work gain are analyzed. The seventh chapter, the conclusion and the prospect. This chapter mainly summarizes the research conclusions, illustrates the research enlightenment brought by this study, and discusses the theoretical contribution and practical significance of this study, and analyses the theoretical and practical significance of this study. The main conclusions of this paper include: first, work family culture has a significant direct effect on employee work on family gain and family gain in two gain directions. Further, the dimension management of work family culture supports employee work to family gain. The three dimensions have significant positive effects. The dimension time demand of work family culture has a significant negative impact on work to family development and work on family capital. Job family culture dimension occupational concerns have significant positive impact on the three dimensions of employee work on family gain, and management support to employees' families. The court has a significant positive impact on the three dimensions of the work gain. The time demand has a significant negative impact on the development of the family and the work efficiency of the family. The occupational concerns have a significant positive effect on the three dimensions of the work gain of the employees and families. Work has a mediating role between family gain and the two gain direction of the work gain. More specifically, the dimension activity and dedication of work input are not mediator between work - family culture and employee work - family gain. Work has a partial intermediary role between family capital, focus on career concerns and employee work to family development, work has a complete intermediary role between family capital, focus on time demand and employee work to family development, work has a complete intermediary role on family capital. The three dimensions of the work gain have a partial mediator between the time demand and the employee's family to work, the family has a complete mediator between the work efficiency and the professional concerns and the employees' families' three dimensions. Conclusion three, self-efficacy can adjust the work. The relationship between work - family culture and employees' families' work gain is not regulated by work - family culture and employee work. In other words, there are significant differences in the impact of work - family culture on the work gain of employees with different levels of self-efficacy. This feature is not reflected in the impact of work family culture on employee work on family gain. The main innovations of this paper are: first, it is found that work family culture has a significant direct effect on employee work on family gain and family gain in two gain directions. The research on the relationship between culture and employees' work family relationship is mainly focused on the inadequacy of work family conflict, which enriches the study of positive results. Second, the specific mediator effect of a dimension of work devotion on work family culture and employee work family gain is found. This is the case of Greenhaus At the same time, the work family gain dual path model, proposed by Powe11, is more specific and further clarifies the role of work family culture on employee work family gain. Third, it reveals the effect of self-efficacy on the work gain between work family culture and employees' families. From a positive perspective, Chinese enterprises provide effective measures for the realization of employee work family gain based on the role of work family culture on employee work family gain and the individual diversity of employees themselves.
【學(xué)位授予單位】：東北財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：博士
【學(xué)位授予年份】：2016
【分類號(hào)】：F272.92
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本文編號(hào)：1961587