Psychological Studies on the Impacts and Settlement of Organizational Change

(1)根据程序、目标和责任范围对最近实施的组织变革方案进行了审查和分类。在变革目标上，揭示了“结构性变革”(如层级和分工交替)和“制度变革”(如角色转换、绩效考核原则变更、人员分配和报酬分配)。(2)与以往研究不同，本文站在员工的角度，关注员工所拥有的工作价值观。通过实证研究，揭示了员工的工作价值观与其组织变革动机之间的关系。在九种主要工作价值观中，员工对“评估与治疗政策的开放性”、“接受评估与治疗的多样性”、“对独立事业的导向”和“对良好工作环境的渴望”的肯定程度较高。多元回归分析结果表明，“接受评价和治疗的多样性”和“对组织愿景的理解和内化”与变革动机显著相关。(3)揭示了高绩效团队的学习特征。研究是针对通过面对面和电子邮件沟通的销售团队进行的。通过分析存储在服务器计算机中的所有通信日志的内容，我们可以描绘出团队学习的属性，这些属性并不是仅通过问卷方法出现的。结果清楚地表明，高绩效团队掌握了销售活动所需的“知识和技能”、“知识定位”、“价值和标准”以及“合作方式”。

(1) Recent programs implemented for organizational change were reviewed and categorized in terms of procedures, objectives, and span of responsibility. As for the targets of change, "structural change"(e.g., alternation in hierarchical level and division) and "institutional change" (e.g., role shift, alteration of principles in performance appraisal, personnel assignment, and reward distribution) were revealed.(2) This paper, in contrast with previous studies, stood on the perspective of employees and paid attention to work values that they have. Empirical study was done to reveal what kinds of employees'work values relate to their motivation toward organizational change. Among nine major work values, the degree of affirmation rated by employees were higher on "openness of the policy in evaluation and treatment, " "acceptance of diversity in evaluation and treatment, " "orientation for independent career, " and "desire for good working-environment." Further, the result of multiple regression analysis showed that "acceptance of diversity in evaluation and treatment" and "understanding and internalizing of organizational vision" had significant relationship with change motivation.(3) Characteristics of learning in a high performance team were revealed. Research was done for sales teams that were working via face-to-face and e-mail communication. By analyzing the contents of all communication logs stored in a server computer, we could delineate properties of team learning, which don't appear by the questionnaire method alone. Results clearly showed that the high performance team learned well "knowledge and skills, " "location of knowledge, " "value and standard, " and "ways of cooperation" needed for sales activities.