Human resource change-agent role, state ownership, and employee behavioural flexibility
Human resource change-agent role, state ownership, and employee behavioural flexibility
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人力资源变革推动者角色、国家所有权和员工行为灵活性
DOI：
10.1111/1744-7941.12213
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发表时间：
2020
影响因子：
3.2
通讯作者：
Zhang Bo
中科院分区：
文献类型：
--
作者：
Zhang Bo
虽然有关人力资源管理系统和员工行为灵活性之间的关系的证据已经积累，人力资源职能在这种关系中的作用一直被忽视。本研究使用中国168家企业的数据，考察了人力资源变革代理人角色是否会影响员工的行为灵活性。概念上，这种角色塑造了组织和员工之间的集体社会交换关系，然后为员工提供以变革为导向的社会资源，例如共享经验，价值观和规范。员工通过改变-支持性行为和能力（员工行为灵活性）来回报。通过将需求层次原理融入集体社会交换理论，本研究通过检验国有制的调节作用，检验了人力资源变革-代理角色-员工行为灵活性关系的边界条件。在中国的国有企业中，员工的低层次需求可能会通过更广泛的制度环境得到满足。因此，他们更有可能有更高层次的行为目标。
Although evidence about the relationship between HRM systems and employee behavioural flexibility has been accumulating, HR function's role in this relationship has been neglected. Using data collected in 168 firms in China, this study examines whether the HR change‐agent role influences employee behavioural flexibility. It is conceptualised that this role shapes the collective social exchange relationship between organisation and employees, which then offers employees change‐oriented social resources, such as shared experiences, values and norms. Employees reciprocate with change‐supportive behaviours and abilities (employee behavioural flexibility). By integrating the hierarchy of needs principles into collective social exchange theory, the study examines the boundary conditions of the HR change‐agent role – employee behavioural flexibility relationship by testing the moderating role of state ownership. In China's state‐owned enterprises, employees’ lower‐order needs are likely to be satisfied by the broader institutional environment. Hence, they are more likely to have higher‐order behavioural aims.