发展型人力资源管理感知对员工创造力的影响机制:社会信息加工理论视角

Perceived Developmental Human Resource Management and Employee Creativity:A Theoretical Perspective of Social Information Processing

基于社会信息加工理论,通过对108家企业的108份高管问卷和754份员工问卷进行统计分析,探究发展型人力资源管理感知对员工创造力的影响过程及作用机理,并分析工作自主性感知的中介作用以及组织结构的调节作用。研究结果表明:发展型人力资源管理感知对员工创造力具有积极影响,工作自主性感知的中介作用受组织结构的调节。当组织结构偏有机型时,发展型人力资源管理感知对工作自主性感知的正向影响较强,而且发展型人力资源管理感知会较多地通过工作自主性感知的中介作用对员工创造力产生间接的积极影响。

Employee creativity,as the starting point of innovation and a prerequisite for organizational success,garners substantial attention from both managers and researchers.However,many enterprises often witness employee performance falling short of their full potential,with human resources being underdeveloped and underutilized.Therefore,many researchers are examining the role of human resource management(HRM)in fostering employee creativity.HRM involves the human resource plans of enterprises.But individuals have their own ways of processing information,and employees may not always perceive certain concepts or policies according to the organization′s intentions.Perceived developmental human resource management(PDHRM)is the employees′perception that the degree of support and input from organizational HRM in their development has been proven to have a positive impact on employees′attitudes,behaviors,and performance.However,research on how PDHRM affects employee creativity is still in the exploratory stage.Previous studies have preliminarily validated the impact and utility of developmental human resource management from the perspective of information transmission based on signal theory.In view of this,this study further explores the mechanism and boundary conditions of the impact of PDHRM on employee creativity from the perspective of social information processing theory.This study focuses on job autonomy perception,which refers to the degree of freedom,independence,and self-determination of employees in the work process.It aims to figure out the mechanism by which PDHRM affects employee creativity.It employs a quantitative research method to propose and test research hypotheses based on the social information processing theory.The study hypothesizes that PDHRM has a significant positive impact on employee creativity and perceived job autonomy;and perceived job autonomy plays a mediating role between developmental human resource management perception and employee creativity.Specifically,this paper presents a mediating model in which PDHRM influences employees′creativity through perceived job autonomy and discusses the moderating role of organizational structure at the cross-level.The single-point questionnaire survey conducted among 108 executives and 754 employees from 108 enterprises in Shanghai,Jiangsu,Shandong and Anhui.A multi-level analysis performed using Mplus7.4 provides results indicating that PDHRM has a positive impact on employees′creativity,and the mediating effect of perceived job autonomy is moderated by organizational structure.Specifically,when the organizational structure tends to be organic,it enhances the positive influence of PDHRM on perceived job autonomy.Simultaneously,PDHRM exerts a more indirect and positive influence on employees′creativity through the mediating role of perceived job autonomy.The findings of this study make contributions to the existing literature in several ways.Firstly,this study explores the mechanism through which PDHRM influences employee creativity,thereby enhancing academic understanding of the relationship between HRM and employee creativity.Additionally,it provides an analytical foundation for comparing the effects of different types of HRM.Secondly,combined with social information processing theory,it explains the mediating role of perceived job autonomy in the process of employee creativity influenced by PDHRM.It offers a new explanatory basis for understanding the relationship between PDHRM and employees′work attitudes,behaviors and output.Thirdly,this study verifies the moderating effect of organizational structure,revealing the conditions under which PDHRM can enhance employees′perceived job autonomy.It expands academic understanding of the functional form of organizational structure and the boundary conditions under which PDHRM is effective,while also responds to the call for refining research on the impact of HRM.Finally,this study provides inspiration for enterprises dealing with the changes of internal and external factors,as well as strategic requirements at different stages of development.This includes exploring and adopting PDHRM,ensuring employees′autonomy,and timely adjusting their organizational structure.Follow-up research can make multi-time point measurements or adopt experimental methods to demonstrate causal relationships between variables;in order to improve the objectivity of creativity assessment,it is feasible to make peer evaluation to measure employee creativity;future research can further control intrinsic motivation and other types of human resource management to improve the reliability of research results when revealing the relationship between triggering factors and employee creativity.