ISSN 1671-3710
CN 11-4766/R
主办：中国科学院心理研究所
出版：科学出版社

心理科学进展 ›› 2018, Vol. 26 ›› Issue (1): 144-155.doi: 10.3724/SP.J.1042.2018.00144

• 研究前沿 • 上一篇    下一篇

 领导行为与人力资源管理实践的关系： 因果、联合、替代还是强化？

 尹 奎1;  陈乐妮2;  王 震3;  彭 坚4;  许灏颖5   

  1.  (1北京科技大学东凌经济管理学院, 北京 100083) (2中国人民大学劳动人事学院, 北京 100872) (3中央财经大学商学院, 北京 100081) (4广州大学工商管理学院, 广州 510006) (5伊利诺伊大学芝加哥分校商学院, 芝加哥 60601)
  • 收稿日期:2016-10-14 出版日期:2018-01-15 发布日期:2017-11-28
  • 通讯作者: 陈乐妮, E-mail: cln1992@126.com
  • 基金资助:
     国家自然科学基金面上项目(7172193)。

 Relationship between leadership behaviors and HRM practices: Causal, joint, substitute or strengthen effect?

 YIN Kui1; CHEN Leni2; WANG Zhen3; PENG Jian4; XU Haoying5   

  1.  (1 Donlinks School of Economics and Management, University of Science and Technology Beijing, Beijing 100083, China) (2 School of Labor and Human Resources, Renmin University of China, Beijing 100872, China) (3 Business School, Central University of Finance and Economics, Beijing 100081, China) (4 School of Business Administration, Guangzhou University, Guangzhou 510006, China) (5 Business School, University of Illinois at Chicago, Chicago 60601, USA)
  • Received:2016-10-14 Online:2018-01-15 Published:2017-11-28
  • Contact: CHEN Leni, E-mail: cln1992@126.com
  • Supported by:
     

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摘要：  领导行为与人力资源管理实践是组织行为与人力资源管理领域的两大研究热点, 以往研究大都孤立探讨一方的影响效果, 近年两者有融合趋势。在对前沿实证研究进行梳理的基础上, 归纳探讨了领导行为与人力资源管理实践之间的关系类型：因果效应、联合效应、强化效应和替代效应, 并从变量层次、效标变量属性、社会文化角度分析了不同效应类型的适用情境, 最后, 从细化领导行为与人力资源管理实践的内在关系、构建统一指导性框架、探讨两者之间关系类型的边界条件等方面提出了未来研究的方向。

关键词: 领导行为, 人力资源管理实践, 替代效应, 强化效应, 领导行为, 人力资源管理实践, 替代效应, 强化效应

Abstract:  Leadership behavior and HRM practices are two hot topics in the fields of organizational behavior and HRM. Previous studies usually focus on their effects separately, while recent studies show a trend to examine their effects spontaneously. With a systematic review of the latest empirical studies, we came out four types of relationship between leadership behavior and HRM practices as causal effect, joint effect, substitute and enhancing effect. Moreover, we also discussed the variable levels, outcomes attributes and social cultures in affecting the impact of the above four kinds of relationship. Finally, it figured out future directions as to further explore the relationship between a specific leadership behavior and a specific HRM practice; to construct an integrative framework; and to identify the boundary conditions in influencing their relationship.

Key words: leadership behavior, HRM practices, substitute effect, strengthen effect

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