高绩效工作系统对员工工作绩效与情绪衰竭的差异化影响机制

The Differential Mechanisms of High-performance Work Systems on Employee Job Performance and Emotional Exhaustion

以往研究发现,高绩效工作系统(high-performance work systems,HPWS)既能提高员工的工作绩效,也能导致员工的情绪衰竭。但少有文献对这种研究结论给出较为清晰的理论解释。因此,本研究基于归因理论和交换关系的视角,探讨了HPWS对员工工作绩效与情绪衰竭的差异化影响机制。采用问卷调查法,以84名部门主管和382名员工的数据为样本,运用多层线性模型、跨层次被中介的调节效应等方法进行统计分析。跨层次分析结果表明,在变革型领导的情境下,HPWS会使员工与组织形成社会交换关系,进而提高员工工作绩效以及降低员工情绪衰竭;在交易型领导的情境下,HPWS会使员工与组织形成经济交换关系,从而加剧员工情绪衰竭。

Prior researches have suggested that high-performance work systems( HPWS) contribute to employee job performance and emotional exhaustion. For this conclusion,however,there is a lack of theoretical explanation. In order to address this issue,according to attribution theory and exchange relationship perspective,this research constructs the differential mechanisms linking HPWS to employee job performance and emotional exhaustion. We examine the hypotheses proposed with matched field data collected from 84 department supervisors and 382 employees. We test the distinctiveness of the study variables using structural equation model( SEM),and hierarchical linear model( HLM) and parametric bootstrap methods are applied to examine our hypotheses. Consistent with hypotheses,the results of HLM reveal that transformational leadership enhances the relationship between HPWS and social exchange,and thus promotes employee job performance and reduces employee emotional exhaustion. Transactional leadership augments the relationship between HPWS and economic exchange,and therefore increases employee emotional exhaustion.