从坐而言到起而行:企业驱动员工自主落实建言的案例研究

Idea Implementation Is Better than Idea Generation:A Case Study of How Enterprise Drives Employees to Engage in Voice Implementation Autonomously

基于自我决定理论及授权相关研究,以万达长白山企业为研究对象,剖析数字化背景下促进员工自主落实建言内容的路径。通过分析,本研究得出促进员工自主落实建言的路径主要分为建言落实萌芽阶段、自主落实建言培育阶段以及自主落实建言繁荣阶段。研究发现:第一,制度授权是推动员工自主落实建言内容的核心要素。第二,企业通过制度授权、资源授权和心理授权能够营造有利于员工自主落实建言内容的氛围,同时实现建言落实过程由以领导为核心变为以员工为核心,由员工个体落实变成集体落实。第三,员工自主落实建言的过程是员工动机内化的过程,通过企业授权策略内化出员工自主性动机,从而产生较好的建言落实效率和效果。

Drawing on self-determination theory and empowerment literature,this study investigates how to drive employees to engage in voice implementation autonomously in the digital context based on the case of Wanda Changbai Mountain Enterprise.We find that there are three stages for motivating employees to engage in voice implementation autonomously,including bud bursting stage of voice implementation,cultivation stage of implementing voice autonomously,and blooming stage of implementing voice autonomously.We draw the following conclusions:(1)Institutional empowerment is the key element of driving employees to engage in voice implementation autonomously.(2)Enterprises can use institutional empowerment,resource empowerment,and psychological empowerment creating an environment for employees to implement voice autonomously.In this process,voice is implemented from leaders to employees,by the collectives rather than individuals.(3)Driving employees to implement voice autonomously is a motivation internalized process.The internalized autonomous motivation is nurtured by enterprise empowerment strategies,which improve the effectiveness and efficacy of voice implementation.