工作绩效的员工相关前因:探索人力资源管理的三面模型

IF 4.5 3区 管理学 Q1 BUSINESS
Filippo Ferrari
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引用次数: 0

摘要

目的本研究论文旨在将实证文献认为是绩效前因的员工相关因素(技能、工作动机、个人特征)整合到多元线性回归模型中,并对该模型进行检验,以衡量各因素对绩效的影响程度。研究结果本研究证实了工作绩效前因的因子结构,表明技能、动机和个人特征是影响工作绩效的三个一般员工相关因素。统计分析表明,与员工相关的因素可解释 40% 至 65% 的绩效差异,因此模型之外的因素(公司/环境相关因素和/或工作相关因素,或模型中未考虑的其他技能和个人特征)可解释 35% 至 60%的绩效差异。研究还强调,与员工相关的因素有时对绩效的影响与工作设计者的预期不同,有时甚至是负面的。研究局限/启示该方程在两个案例研究中进行了测试,因此还需要进一步探索。此外,所采用的方法是归纳式的,因此描述的是绩效的现状,而不是绩效的应有状态。社会影响研究结果从组织和员工的角度,为更加公平地设计和管理人力资源管理系统提供了一个有效的指标。原创性/价值这项研究是在解释工作绩效时同时考虑多种因素的首次尝试之一。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
The employee-related antecedents of work performance: exploring a three-sided model for Human Resources Management

Purpose

This research paper aims to integrate the employee-related factors that empirical literature considers antecedents of performance (skills, work motivation, personal characteristics) into a multiple linear regression model, and to test such a model in order to measure the level of each individual factor on the performance.

Design/methodology/approach

Quantitative, multisource research approach. After testing the validity of the model with a Confirmatory Factor Analysis, this research applies the multiple linear regression model Work performance = a(Skills) + b(Work Motivation) + c(Personal Characteristics) + e(constant) to two different samples of workers: chemical technicians (N = 63) and salespeople (N = 61).

Findings

This study confirms the factorial structure of the antecedents of work performance, showing that skills, motivation, and personal characteristics are three general employee-related factors underlying work performance. The statistical analysis highlights a variance in performance between 40 and 65% explained by employee-related factors, hence leaving 35–60% as due to factors outside the model (firm/environment-related and/or job-related factors, or other skills and personal characteristics not considered in the model). The study also highlights that employee-related factors sometimes affect performance differently than job designers' expectations, and sometimes even negatively.

Research limitations/implications

The equation was tested on two case studies, so further explorations are needed. Furthermore, the approach adopted is inductive thus describing performance as it is, not as it should be. Therefore, it explains the best actual performance of workers, not the ideal performance.

Practical implications

The equation tested here represents a simple and valid tool to guide many Human Resource Management practices, such as; selection, training, development, and career orientation.

Social implications

Findings provide a valid indication for designing and managing human resource management systems more even-handedly, from an organizational and employee point of view. In doing so, it drives organizations towards a better Person/Job fit.

Originality/value

The study represents one of the first attempts to take into consideration multiple factors simultaneously in explaining work performance.

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来源期刊
CiteScore
8.60
自引率
9.80%
发文量
58
期刊介绍: Business processes are a fundamental building block of organizational success. Even though effectively managing business process is a key activity for business prosperity, there remain considerable gaps in understanding how to drive efficiency through a process approach. Building a clear and deep understanding of the range process, how they function, and how to manage them is the major challenge facing modern business. Business Process Management Journal (BPMJ) examines how a variety of business processes intrinsic to organizational efficiency and effectiveness are integrated and managed for competitive success. BPMJ builds a deep appreciation of how to manage business processes effectively by disseminating best practice. Coverage includes: BPM in eBusiness, eCommerce and eGovernment Web-based enterprise application integration eBPM, ERP, CRM, ASP & SCM Knowledge management and learning organization Methodologies, techniques and tools of business process modeling, analysis and design Techniques of moving from one-shot business process re-engineering to continuous improvement Best practices in BPM Performance management Tools and techniques of change management BPM case studies.
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