建言导向人力资源实践促进员工持续建言行为的动态作用机制

The dynamic mechanism of voice behavior oriented human resource practice promoting employee subsequent voice behavior

在信息瞬息万变的今天,组织的长治久安迫切需要员工持续反馈有关市场和业务一线的关键信息和有效方案,员工建言献策的持续性愈发重要。既有文献大多关注如何激发员工建言,却对如何激发员工持续建言的认识不足。本研究基于“现象驱动”,先对本土业界卓有成效的建言实践进行总结,探究“建言导向人力资源实践”的概念内涵及内容结构;再以行动者视角下员工后续建言行为的“初始诱发”和“后续反思”两阶段模型为基础,进一步探究建言导向人力资源实践在两个不同阶段的差异化调节作用;最后运用案例研究法,揭示建言导向人力资源实践促进员工持续建言的多阶段动态演化过程。研究结论有望增进对员工持续建言前因机制的理解,并为本土企业建言实践提供参考和借鉴。

With rapidly changing information,the long-term stability of organizations urgently requires continuous feedback on critical information and effective solutions related to the market and business front lines.As a result,the continuity of employee suggestion is becoming increasingly vital.The majority of existing literature focuses on how to motivate employee voice behavior,but there is a lack of understanding of how to motivate employee subsequent voice behavior.This study,inspired by the phenomenon,first summarizes effective voice behavior practices in local firms and explores the concept and dimensions of“voice behavior oriented human resource practice”.The study then investigated the varied moderating effect of voice behavior-oriented human resource practice in two phases,based on the two-stage model of“initial induction”and“follow-up reflection”of employee subsequent behavior from the perspective of actors.Finally,the case study is used to reveal the multi-stage dynamic evolution process of voice behavior oriented human resource practice that promotes employee subsequent voice behavior.The findings of this study are likely to improve the understanding of how to inspire subsequent employee voice behavior,and provide implications for employee voice behavior practice in local firms.