包容型人力资源管理实践对员工创新行为的影响——基于创新自我效能感的中介作用

Influence of inclusive human resource management practice on employees’ innovative behaviors——The mediating effect based on self-efficacy of innovation

个体创新是组织创新的基础,关系到企业的生存与发展,构建有效的企业人力资源管理实践模式是促进员工创新行为的关键。本文将传统的"包容理念"融入到现代的"人力资源管理实践"中,探讨了包容型人力资源管理实践对员工创新行为的影响,并验证了员工创新自我效能感的中介作用。其中,社会认同理论、社会交换理论、社会公平理论为本研究提供了理论支持。基于问卷调研实证分析结果表明:(1)包容型人力资源管理实践包括"多元化引进人才"、"用人所长"、"容错鼓励建言"、"重视员工培养"、"注重跨部门交流"、"公平共赢"六个方面。创新行为包括创新过程和创新结果两个维度。(2)包容型人力资源管理实践各维度与创新过程和结果均呈显著正相关。"容错鼓励建言"对员工的创新过程和结果都有显著影响;"用人所长"显著影响员工创新过程,"公平共赢"对创新结果有显著影响;创新自我效能感对员工创新过程和结果具有显著影响。(3)员工自我效能感在"容错鼓励建言"与员工创新过程和结果之间起完全中介作用,员工自我效能感在"用人所长"与员工创新过程中起中介作用。建议企业建立"用人所长"、"公平共赢"、"容错鼓励建言"机制。

Innovation is the first driving force of development and the strategic support for building a modern economic system. Individual innovation is the foundation for organization to innovate, which is regarded as the important influencing factor for enterprise’s survival and development of the enterprise. Employee innovation is complex behaviors composed of the generation of ideas and implementation of a variety. When people perceive that surrounding environment has a promoting effect on the innovation behavior, the innovation consciousness will be produced. However, in the face of workforce diversity and new generation of employees, how to effectively motivate innovation behavior of employees is a problem for the human resource management. While, human resource management practice as the connecting link between individual and organization can affect employees’ attitudes and behavior, therefore it is necessary for enterprises to establish an effective human resource management practices which is the key factor to promote employees’ innovative behavior. Human resource management practice is a series of internal matching activities and policies supporting the implementation of enterprise strategy, covering various modules such as talent selecting, cultivating, utilizing and motivating. As we all know, inclusiveness is a feature of traditional Chinese culture and civilization. How to integrate the traditional concept of inclusiveness into modern human resource management and promote the innovation of enterprises is an issue worth further study. Research on inclusive growth, inclusive innovation, and inclusive leadership has gained momentum. The research field of diversification management has received extensive attention. With the highlight of the importance of talents, people emphasized on the diversified characteristics of talents and the improvement of internal demand for talents. Therefore, it is urgent to combine the concept of "inclusiveness" with HRM practices and establish an inclusive HRM practices. This paper integrates the traditional "inclusive concept" into the modern "human resource management practice", discusses how to use the six dimensions of inclusive human resource management practice : "attraction of diversified talents ", "take advantage of talents" and "fault tolerance and encourage suggestions", "emphasize on employees’ training ", "pay attention to the inter-departmental communication", "fair and win-win" to promote employees’ innovative behavior, and verify the mediating role of employees’ innovation self-efficacy. Enterprises should absorb groups with various cultural backgrounds, who can promote innovative behaviors of employees. According to Malow’s self-actualization theory, everyone has patience and expertise, take advantage of talents can facilitate innovation generation. A culture with mistake tolerance can encourages employees to go for it bravely. Innovation is also a trial-and-error process, it is important to build an environment where mistakes are forgiven and allowed in order to encourage innovation and challenge traditions and difficulties. The direct supervisor should accept the suggestions of subordinates, respect the achievement of thinking from subordinates, affirm the active thinking attitude of subordinates, and positively affect the innovation self-efficacy and innovation behavior of employees. The investment in training innovation practice ability is of great significance to improve innovation ability. Paying attention to cross-departmental communication can make employees have ideas collision, generate inspiration, share knowledge and grow together in cross-departmental communication. Fair treatment of employees can improve the satisfaction of employees. In the organization, employees will compare their own input and output with others’ input and output to feel the fairness of the organization, and finally determine the behavior initiative according to the perceived situation. Meanwhile, this paper adopt the social identity theory and social exchange theory, the social equity theory as the theory foundation for this study to provide theoretical support. It combines theoretical research and empirical analysis method, investigating 417 employees from Zhejiang enterprises and acquiring valid questionnaire for data mining and discusses the effect of inclusive human resource management practices on employee innovative behavior, in the end verifies the mediating role of employees’ innovation self-efficacy. This survey is divided into two surveys, the first one is the prediction sample and received 150 questionnaires, and the second one is the formal survey sample and received 267 questionnaires, a total of 417 questionnaires. SPSS exploratory factor analysis was used to verify homologous error, and the whole problem data was automatically extracted with the variance contribution rate of the first factor being 32.55%(<40%), and homologous error was not serious.The results show that :(1) the inclusive human resource management practices include "attraction of diversified talents ", "take advantage of talents" and "fault tolerance and encourage suggestions", "emphasize on employees’ training ", "pay attention to the inter-departmental communication", "fair and win-win" these above six aspects. Innovation behavior including the innovation process and results.(2) All dimensions of inclusive human resource management practice have significant positive correlation on employee innovation process and the result. "Fault tolerance and encourage suggestions" has significant effect on the innovation process and result, "take advantage of talents" has significant impact on employee innovative process;Fair and win-win" has a significant impact on innovation results. Innovative self-efficacy has a significant impact on the result of the employee innovation process and innovation.(3) self-efficacy is the fully intermediary role between "fault tolerance and encourage suggestions" and innovation process and results, self-efficacy is also the partial intermediary role between "take advantage of talents "and employee innovation process. The theoretical contributions of this study are mainly reflected in the following two aspects:(1) it further verifies the theoretical framework of inclusive human resource management practice. Through data analysis, it verified the key factors of inclusive human resource management practice, which plays a guiding role for enterprises to develop inclusive human resource management practice.(2) it proposed and verified the mechanism and effect of inclusive HRM practices on employees’ innovative behaviors, and found the mediating role of self-efficacy between inclusive HRM practices and employees’ innovative behaviors. Practical significance of this study is:(1) integrating the concept of inclusiveness into HRM practices, and adhering to the principles of "compatibility", "fairness", "respect" and "sharing" when designing HRM practices, meanwhile, it attaches the importance to employees’ experience and respects their psychological feelings and values.(2) enterprises should promote innovative behaviors of employees, and establish corresponding mechanisms for employer to take advantage of talents, creating fairness and win-win organization culture and has the patient to tolerance fault and encourage employees’ suggestion. For example, at present, in Xinan chemical group is using the point-based management to stimulate employees and encourage its managers to be "good at employing people". Additionally, at Huawei, it uses value distribution mechanism that reflects "fairness and win-win" of inclusive human resource management. All these excellent human resource management practices are deserved to be learned and used for reference.