多元包容性人力资源实践对员工创新行为的影响研究——工作繁荣和共享型领导的作用

Research on the impact of diversity & inclusion human resource practice on employee innovative behavior——The effect of thriving work and shared leadership

多元化劳动力异质性知识激发创新的同时,也为组织带来诸多管理挑战,因而求同用异的人力资源实践成为学界与业界关注的热点。基于此,本研究基于资源保存理论,界定了多元包容性人力资源实践(DI-HRP)的内涵构成,揭示了其通过工作繁荣对员工创新行为的影响机理,考察了共享型领导在其间的调节作用。本研究通过对37家企业461个有效样本的多时点追踪与分层回归分析发现:(1)DI-HRP正向影响员工创新行为;(2)工作繁荣在DI-HRP对员工创新行为的影响间起中介作用;(3)共享型领导正向调节DI-HRP对工作繁荣和员工创新行为的直接影响以及其通过工作繁荣对员工创新行为的间接作用。

With the development of economic globalization, the product life cycle is becoming shorter and shorter, the development of science and technology is changing with each passing day, the consumer demand is becoming more and more diverse, the cross-border integration is in full swing, and the dynamic competition is becoming more and more complex, an organizations can only survive through continuous innovation, and organizational innovation comes from the employees′ innovative behavior. With the coordinated development of the domestic five modernizations, the cross regional flow of labor force is becoming more and more frequent, and the composition of organizational labor force is becoming more and more diverse. The diversity of the labor force brings the organization with not only the heterogeneous knowledge and the stimulating innovation opportunities, but also many challenges to the diversified management and the integration of conflicts. While its diverse heterogeneous knowledge stimulates organizational innovation, it also brings integration conflicts and management challenges to the organization. Therefore, how to stimulate employees′ innovative behavior has become a hot topic of common concern in both academia and industry.Under the background of the diversity, organizations need to understand, respect and appreciate the diversity and unique contributions of employees, treat them fairly, encourage them to participate in organizational management, help them adapt to the organization, tolerate unintentional errors and tolerate different views, so as to make the organization get better development. Therefore, under the background of multiple integration, the human resources practice to seek common and use difference has been widely concerned by the academia and the industry. Diversity management emerges as the times require. It recognizes and respects the individual differences, recruits and selects the diverse labor force, strengthens its organizational identity, so as to reconstruct positive employment relationship, resolve multiple conflicts, stimulate employees′ potential and enhance competitive advantage. However, the diversity management does not really solve the problem of multiple conflicts, so learning from inclusive education and social inclusion research, inclusive management that includes, accepts, appreciates and respects the diversity of the employees has become a useful way to resolve conflicts. The diversity management focuses on individual differences and member composition, that is, managing diversity, while the inclusive management focuses on utilizing and exerting individual differences, that is, managing for diversity. As we all know, individuals have dual needs of group sense of identification and value uniqueness, and the diversified management that emphasizes identification of belonging and inclusive management that displays unique value need to be organically integrated, while the existing relevant research is rare. As we all know, the effective work behavior of employees comes from their active working state, and the thriving work is the active working state in which employees experience vitality and learning at the same time. According to the society embedded model of thriving work, the characteristics of department situation and work resource influence the individual thriving work, diversity & inclusion human resource practice provides diversified employees with opportunities to participate in decision-making, training for career development and providing resources to use, so as to promote their thriving work and effectively promote their innovative thinking and behavior and performance. Therefore, thriving work may play a bridge role between diversity & inclusion human resource practice and employee innovation behavior. It is found that the matching of human resource practice with the leadership style can further play its role. The shared leadership is that members can set goals, make decisions, allocate resources, they can identify, analyze and diagnose problems, they can support, listen and encourage each other, and they can suggest, learn and guide each other, so it can induce team members′ innovative behavior through matching and collaboration with human resource practice.Therefore, the connotations, black box mechanism and boundary condition of the diversity & inclusion human resource practice are becoming an urgent problem being resolved in academia and industry in order to make the diversified employee get on well with each other, take full advantage of their talent and obtain the competitive advantage through their innovation. Based on above, according to the conservation of resource theory, the paper defined the connotation of diversity & inclusion human resource practice, illustrated the mechanism of it influencing the employee innovative behavior through the thriving work, and investigated the moderation of the shared leadership on it. With the multi time point tracking and stepwise multiple regression, the positive research on 461 effective samples from 37 enterprises revealed the follow. Firstly, this study proposes that DI-HRP, that is, Diversity & Inclusion Human Resource Practice, is a series of independent, interrelated and complementary activities that an organization adopts to achieve strategic goals, improve organizational performance and gain competitive advantages. DI-HRP respects employee differences, recognizes their values, contains their errors, develops their potential, encourages their participation and promotes their collaboration in order to improve employees′ multiple inclusion ability, stimulate their multiple inclusion motivation and provide their multiple inclusion opportunities. Secondly, DI-HRP positively affects the employee innovation behavior. Thirdly, the thriving work mediates the impact of DI-HRP on the employee innovative behavior. Finally, the shared leadership moderates not only the direct impact of the diversity & inclusion human resource practice on the thriving work and the employee innovative behavior, but also the indirect effect of the diversity & inclusion human resource practice on the employee innovative behavior through the mediation of the thriving work.In summary, the main theoretical contributions of this study are as follows. Firstly, this study proposed and defined the connotation of DI-HRP, designed and validates its measurement tools, thus enriched the research on the guiding human resource practice and measurement tools under Chinese scenarios. Secondly, this study organically combined DI-HRP, thriving work, shared leadership and employee innovation behavior, thus enriched the research on the existing variables and their mutual mechanism. Finally, this study examined the influence mechanism of DI-HRP on employees′ innovative behavior and the boundary conditions of shared leadership through thriving work, revealed the interaction between human resource practice and leadership style, thus deepened and expanded the application of conservation of resource theory.