正大管理学院
Panypiwat Institute of Management
工商管理哲学博士论文答辩公告
Announcement of Ph.D. in Business Administration Dissertation Defense
姓名/Name：袁华 MR. Hua Yuan
学号/Student ID：5681104052
题目：个人-组织匹配、心理授权和员工组织承诺关系研究
Title: Study on the Relationship of Person-Organization Fit、Psychological Empowerment and Employee Organizational commitment
摘要/Abstract：见第二页, See Pages 2-4
主导师/Chief Adviser: 张秋生 Dr. Qiusheng Zhang
日期/Date: 2017年1月15号 时间/Time: 11:00
地点/Location：CP ALL Academy 4-1502 休息室/Waiting Room：CP ALL Academy 4-1503
答辩委员会成员/Dissertation Committee：
徐志坚 教授（南京大学），答辩委员会主席 Prof. Dr. Zhijian Xu (Nanjing University), chair
张秋生 教授，主导师 Prof. Dr. Qiusheng Zhang, chief adviser
韩圣龙 教授，委员 Prof. Dr.Shenglong Han, committee member
吕海军 教授，委员 Prof. Dr. Haijun Lv, committee member
陈奡 博士，委员 Dr. Ao Chen, committee member
备注/Note: 答辩现场对在读博士研究生和老师开放。Faculty, lecturer and doctoral students are welcome to observe.
摘要
随着全球经济一体化，在环境变化和激烈竞争的压力下,中国的人口红利逐渐消失，国家面临产业结构的调整，企业由简单的加工生产型向高技术的创新型转变。企业（组织）面临变革和越来越高的人员流动, 如何吸引、选拔和留住高素质的员工是广大研究者和管理人员所关注的焦点。在以往企业管理和组织行为学研究中, 人们关注的是人与岗位和人与职务的匹配, 这些研究大多从需要互补的观点出发。近年的研究中,研究者和管理人员越来越多的开始关注个人与-组织的匹配(Person-Organization Fit), Kristof（1996）在综述以往研究时总结指出，大多数研究都证实了个人与-组织的匹配可以提高员工工作满意度和组织承诺，提高绩效和降低离职倾向。
本研究在阅读了大量中西方相关文献的基础之上，以社会交换理论为基础，提出了个人-组织匹配、心理授权和员工组织承诺之间关系的理论模型。个人-组织匹配是指个体与组织在3个方面的匹配(Kristof, 1996)：价值观匹配、需求-供给匹配和要求-能力匹配，全面地反映个人-组织的整体匹配程度。心理授权(psychological empowerment)是指员工对其工作“能力(或自我效能)、影响力、意义和自主性”的认知(Spreitzer,1995)。组织承诺(organizational catrnnitment)是指组织成员对组织的承诺。（Meyer 和 Allen ,1990）提出三种形式的承诺:情感承诺，持续承诺，规范承诺。个人-组织匹配是如何影响员工组织承诺的?是否有中介因数？其影响机理如何?本研究试图对上述问题深入研究。
本研究以社会交换理论为基础，通过管理实践和文献研究，构建了理论模型。采用问卷调查法，收集到548份有效问卷，使用SPSS 21.0软件对数据进行了分析，在控制了性别、年龄、学历、工作年限和职位等人口统计学变量以后，得出以下主要研究结论:
(1)个人-组织匹配与组织承诺呈正相关关系,即个人-组织匹配程度越高, 员工的组织承诺越高。(2)个人-组织匹配与员工心理授权呈正相关关系,即个人-组织的匹配度越高, 员工心理授权越高。(3)员工心理授权与组织承诺呈正相关关系,即个人表现出的心理授权越多,其组织承诺越高。(4)心理授权在个人-组织匹配与员工组织承诺的关系中起部分中介作用。(5)感受到的主管支持在个人-组织匹配对员工组织承诺起调节作用。感受到的主管支持感越强，个人-组织匹配对员工组织承诺的影响越大。
本文的研究创新：
(1)社会交换理论的拓展（Song et al., 2014 MOR; Coyle-Shapiro & Conway, 2004），文献中提到：研究社会交换关系不能只研究某一对、单层关系，需要研究多对、多层面关系。因为我们的员工是嵌套在与直接领导、与团队、与组织等的关系中的。因此本文从只研究一种交换关系，例如只研究领导-下属交换，或者只研究组织-个人交换，进展到同时研究蕴含在个人-组织匹配中的组织-个人交换与感受到的主管支持中的领导-下属交换这两种社会交换关系。
(2)使用心理授权为中介变量，分析出个人-组织匹配与组织承诺的中介机制。
(3)指出感受到的主管支持是调节变量，分析出组织中可以提供提升组织承诺的情境因素。
(4)提出了实践意义：组织需要怎样做，才可以提升组织承诺：首先是保证人与组织匹配，其次是提升主管支持与关怀，其中的原动力是员工有被授权的感觉。他们得到激励与鼓舞。今后的管理方向可以：从招聘上，我们要挑选合适的、匹配的员工，从绩效考核与薪酬激励上，要表彰能力、价值观与组织匹配的优秀人才，在公司各级管理人员的培训中，要强调主管的责任，要关心员工，提供更多支持，这样才可以提升员工的组织承诺感。
ABSTRACT
With the global economic integration, changes in the environment and under the pressure of competition, China experiences gradual disappearance of demographic dividend and faces industry restructuring, where enterprises shift from being processing and production-oriented to technology and innovation-oriented. Enterprises (organizations) face change and increasing people flow. Therefore, how to attract, select and retain high-quality staff is the focus of the majority of researchers and managers. In the previous studies of enterprise management and organizational behavior, people pay close attention to the matching between people and positions, which are mostly from the perspective of complementarity. In recent years, researchers and managers have been focusing more and more on Person-Organization. Fit. Kristof (1996), in reviewing previous studies, concludes that most studies have confirmed that individual-to-organization matching improves employee’s job satisfaction and organizational commitment, boost performance and reduce turnover intention.On the basis of a large number of domestic and foreign literatures, this study put forward a theoretical model for the relationship between personal organization fit, psychological empowerment and employee organizational commitment based on the social exchange theory.
Individual organization matching can be seen as an individual's trait that is compatible with the traits of his or her entire organization (Kristof, 1996), which includes: values matching, demand - supply matching and requirements - the ability to match three aspects. A mental empowerment is the perception of an employee's ability, influence, meaning, and autonomy (Spreitzer, 1995). Organizationalcommitment refers to the organization's commitment to the organization. (Meyer and Allen, 1990) offer three forms of commitment: emotional commitment, persistence, normative commitment.
What is the impact mechanism between individual-organizational matching and employee organizational commitment? What is the deep psychological motivation? These problems will be what we need to think and explore.
Based on the theory of social exchange, this paper constructs a theoretical model through management practice and literature research. 548 valid questionnaires were collected and analyzed by using SPSS 21.0 software. After controlling the demographic variables such as gender, age, educational background, work experience and position, the following main conclusions were drawn:
(1) There is a positive correlation between individual-organizational matching and organizational commitment, that is, the higher the individual-organization matching degree, the higher the organizational commitment of employees. (2) Individual-organization matching is positively correlated with employee's psychological empowerment, that is, the higher the matching degree of individual-organization, the higher the psychological authorization of employees. (3) There is a positive correlation between psychological empowerment and organizational commitment, that is, the more psychological empowerment of individuals, the higher their organizational commitment. (4) Psychological empowerment plays a mediating role in the relationship between individual-organizational matching and employee organizational commitment. (5) perceived executive support in the individual - organizational match plays a regulatory role on staff organizational commitment. The greater the sense of executive support, the greater the impact of individual-organizational matching on employee organizational commitment.
Innovation:
(1) The expansion of social exchange theory (Song et al., 2014 MOR; Coyle-Shapiro & Conway, 2004): It is mentioned in the literature that the study of social exchange relations can not merely confined to a pair of relationships, but should be extended to many pairs and multi-level relations, because our employees are nested in direct relationships with leaders, teams, and organizations. Therefore, this paper first studies only one kind of exchange relationship, such as the leadership-subordinate exchange, or organizational-personal exchange, and then extends to both the organizational-personal exchange and perceived executive support implied in human-organizational matching Leadership - subordinate exchange of these two kinds of social exchange relations.
(2) Using the psychological authority as the intermediary variable, the intermediary mechanism of individual-organization matching and organizational commitment is analyzed.
(3) point out that the perceived executive support is the regulatory variables, analysis of the organization can provide organizational context to enhance the commitment to factors.
(4) put forward the practical significance: what do the organizations need to do to enhance organizational commitment: first, to ensure that people and organizations match, followed by the promotion of support and care. The driving force is that the employee can feel authorized and they get inspiration and encouragement. The future management direction can be: as for recruitment, we have to select the right match; in terms of performance appraisal and salary incentives, we should recognize the talents whose the ability, values match organizations. In training administrative personnel of all levels of corporates, the responsibility of supervisors should be emphasized to provide more support to staff so that their sense of organizational commitment can be enhanced.