作　　者： ;

机构地区： 华南理工大学

出　　处： 《企业经济》 2018年第2期115-119,共5页

摘　　要： 本文探讨了家长式人力资源管理通过“应有之情”和“真有之情”工作动机影响员工行为的双重路径。家长式人力资源管理包含权威遵循、人际福利、年功秩序和忠诚培养四个维度。其中年功秩序以及权威遵循通过规范动机对员工服从行为产生影响，人际福利以及忠诚培养通过情感动机对员工主动行为产生影响，垂直集体主义价值观和传统性在家长式人力资源管理对员工工作动机的影响中起调节作用。在此基础上，本文提出了相应的策略及建议：修正权威遵循的人力资源策略，塑造制度权威；注重情感激励和重视忠诚的培育；兼顾多种因素，建立科学的考核体系；了解员工价值观，及时修正家长式人力资源策略。本研究旨在为企业兼顾效率和温情、平衡员工“真有之情”和“应有之情”提供借鉴。 This paper explores the dual ways that paternalistic human resource management affects employee behaviors through the work mechanism of ＂due feeling＂ and ＂true feeling＂. Paternalistic HRM consists of four factors, namely, authoritarian obeying practices, employee welfare practices, seniority-based practices, loyalty raising practices. Authoritarian obeying practices and seniority-based practices impact general compliance behaviors through normative motivation. Employee welfare practices and loyalty raising practices impact proactive behaviors through affective motivation. Vertical collectivism and traditionality moderate the effect of paternalistic HRM on motivations. On this basis, this paper puts forward the corresponding strategies and suggestions： to modify the human resource strategy followed by authority and shape institutional authority; to pay attention to emotional motivation and the cultivation of loyalty; to take into account various factors to establish a scientific assessment system; and to understand employee values and revise parental human resource strategy in time. This policy is expected to provide reference for enterprises to give consideration to efficiency and warmth, and to balance employees＂ ＂true feeling＂ and ＂due feeling＂.

关 键 词： 家长式人力资源管理 工作动机 员工行为

分 类 号： [F272.92]

领　　域： []