Please wait a minute...
心理科学进展  2020, Vol. 28 Issue (3): 390-404    DOI: 10.3724/SP.J.1042.2020.00390
  研究构想 本期目录 | 过刊浏览 | 高级检索 |
团队工作重塑的形成与影响机制
王桢()
中国人民大学劳动人事学院, 北京 100872
The antecedents and outcomes of team job crafting
WANG Zhen()
School of Labor and Human Resources, Renmin University of China, Beijing 100872, China
全文: PDF(725 KB)   HTML
输出: BibTeX | EndNote (RIS)      
摘要 

团队工作重塑是影响团队有效性的关键性因素。基于工作设计理论和团队运作模型, 提出了一个关于团队工作重塑的前因后果的理论模型, 旨在建立团队工作重塑的逻辑关系网络。首先, 对团队工作重塑的概念和内涵进行分析, 并探讨测量工具的维度。接着从多层分析视角, 考察领导行为、工作特征、团队人格构成、人力资源管理系统对团队工作重塑的影响, 以及团队主动性动机状态中介作用。最后分析团队工作重塑对团队有效性的作用机制。

服务
把本文推荐给朋友
加入引用管理器
E-mail Alert
RSS
作者相关文章
王桢
关键词 团队工作重塑团队主动性动机团队有效性工作设计    
Abstract

Team job crafting is critical for team effectiveness. Based on job design theory and team dynamic model, we develop a theoretical model about the antecedents and consequences of team job crafting, and aim to establish the nomological network of team job crafting. First, we clarify the conceptualization and measurement of team job crafting. We then propose a multilevel model that elucidates how factors such as leadership, job characteristics, team personality composition, and human resource management system influence team job crafting via team proactive motivation. Last, we explain the effect of team job crafting on team effectiveness and the underlying mechanisms.

Key wordsteam job crafting    team proactive motivation    team effectiveness    job design
收稿日期: 2019-09-03      出版日期: 2020-01-18
基金资助:*国家自然科学基金面上项目(71971211);教育部人文社会科学研究青年基金项目(18YJC630192)
通讯作者: 王桢     E-mail: wangz@ruc.edu.cn
引用本文:   
王桢. (2020). 团队工作重塑的形成与影响机制. 心理科学进展, 28(3), 390-404.
WANG Zhen. (2020). The antecedents and outcomes of team job crafting. Advances in Psychological Science, 28(3), 390-404.
链接本文:  
http://journal.psych.ac.cn/xlkxjz/CN/10.3724/SP.J.1042.2020.00390      或      http://journal.psych.ac.cn/xlkxjz/CN/Y2020/V28/I3/390
[1] 侯烜方, 李燕萍, 涂乙冬 . (2014). 新生代工作价值观结构、测量及对绩效影响. 心理学报, 46(6), 823-840.
[2] 胡睿玲, 田喜洲 . (2015). 重构工作身份与意义——工作重塑研究述评. 外国经济与管理, 37(10), 69-81.
[3] 刘善仕, 冯镜铭, 王红椿, 吴坤津 . (2016). 基于合作型人力资源实践的员工网络嵌入与角色外行为的关系研究. 管理学报, 13(11), 1641-1647.
[4] 田启涛, 关浩光 . (2017). 工作设计革命:工作重塑的研究进展及展望. 中国人力资源开发, 34(3), 6-17.
[5] 田喜洲, 彭小平, 郭新宇 . (2017). 工作重塑干预:概念、设计与影响. 外国经济与管理, 39(12), 112-126.
[6] 王颖, 江新会, 田思雨 . (2019). 团队如何自组织和自适应?——团队工作重塑的概念、测量、前因与后果. 中国人力资源开发, 36(6), 62-78.
[7] 张春雨, 韦嘉, 陈谢平, 张进辅 . (2012). 工作设计的新视角: 员工的工作重塑. 心理科学进展, 20(8), 1305-1313.
[8] 张宏宇, 李文, 郎艺 . (2019). 矛盾视角下调节焦点在领导力领域的应用. 心理科学进展, 27(4), 711-725.
[9] 周如意, 龙立荣, 张军伟 . (2018). 自我牺牲型领导与团队绩效:凝聚力、心理资本及心理权利的作用. 科学学与科学技术管理, 39(8), 145-160.
[10] Akkermans J., & Tims M . (2017). Crafting your career: How career competencies relate to career success via job crafting. Applied Psychology, 66(1), 168-195.
[11] Bakker A., Albrecht S., & Leiter M . (2011). Key questions regarding work engagement. European Journal of Work and Organizational Psychology, 20(1), 4-28.
[12] Bakker A. B., & Demerouti E . (2017). Job demands- resources theory: Taking stock and looking forward. Journal of Occupational Health Psychology, 22(3), 273-285.
[13] Bass B. M . (1985). Leadership: Good, better, best. Organizational Dynamics, 13(3), 26-40.
[14] Bateman T. S., & Crant J. M . (1993). The proactive component of organizational behavior: A measure and correlates. Journal of Organizational Behavior, 14(2), 103-118.
[15] Bindl U. K., Unsworth K. L., Gibson C. B., & Stride C. B . (2019). Job crafting revisited: Implications of an extended framework for active changes at work. Journal of Applied Psychology. http://dx.doi.org/10.1037/apl0000362
[16] Bipp T., & Demerouti E . (2015). Which employees craft their jobs and how? Basic dimensions of personality and employees' job crafting behaviour. Journal of Occupational and Organizational Psychology, 88(4), 631-655.
[17] Bizzi L . (2017). Network characteristics: When an individual's job crafting depends on the jobs of others. Human Relations, 70(4), 436-460.
[18] Brenninkmeijer V., & Hekkert-Koning M . (2015). To craft or not to craft: The relationships between regulatory focus, job crafting and work outcomes. Career Development International, 20(2), 147-162.
[19] Bruning P., & Campion M . (2018). A role-resource approach-avoidance model of job crafting: A multimethod integration and extension of job crafting theory. Academy of Management Journal, 61(2), 499-522.
[20] Cai Z., Parker S. K., Chen Z., & Lam W . (2019). How does the social context fuel the proactive fire? A multi-level review and theoretical synthesis. Journal of Organizational Behavior, 40(2), 209-203.
[21] Demerouti E., Bakker A. B., & Halbesleben J. R . (2015). Productive and counterproductive job crafting: A daily diary study. Journal of Occupational Health Psychology, 20(4), 457-469.
[22] Grant A. M., & Parker S. K . (2009). 7 redesigning work design theories: The rise of relational and proactive perspectives. Academy of Management Annals, 3(1), 317-375.
[23] Hackman J. R., & Oldham G. R . (1976). Motivation through the design of work: Test of a theory. Organizational Behavior & Human Performance, 16(2), 250-279.
[24] Hakanen J., Peeters M., & Schaufeli W . (2018). Different types of employee well-being across time and their relationships with job crafting. Journal of Occupational Health Psychology, 23(2), 289-301.
[25] Harris T. B., & Kirkman B. L . (2017). Teams and proactivity. In S. K. Parker & U. K. Bindl (Eds), Proactivity at Work: Making Things Happen in Organizations (pp. 530-558). New York: Routledge.
[26] Higgins E. T . (1997). Beyond pleasure and pain. American Psychologist, 52(12), 1280-1300.
[27] Higgins E. T .(1998). Promotion and prevention: Regulatory focus as a motivational principle. In M. P. Zanna (Eds.), Advances in experimental social psychology (Vol. 30, pp.1-46). New York, NY: Academic Press.
[28] Johnson P. D., Smith M. B., Wallace J. C., Hill A. D., & Baron R. A . (2015). A review of multilevel regulatory focus in organizations. Journal of Management, 41(5), 1501-1529.
[29] Kark R., Dijk D. V., & Vashdi D. R . (2018). Motivated or demotivated to be creative: The role of self-regulatory focus in transformational and transactional leadership processes. Applied Psychology, 67(1), 186-224.
[30] Kark R., & van Dijk D . (2007). Motivation to lead, motivation to follow: The role of the self-regulatory focus in leadership processes. Academy of Management Review, 32(2), 500-528.
[31] Leana C., Appelbaum E., & Shevchuk I . (2009). Work process and quality of care in early childhood education: The role of job crafting. Academy of Management Journal, 52(6), 1169-1192.
[32] Lepak D. P., & Snell S. A . (2002). Examining the human resource architecture: The relationships among human capital, employment, and human resource configurations. Journal of Management, 28(4), 517-543.
[33] Lichtenthaler P. W., & Fischbach A . (2019). A meta-analysis on promotion-and prevention-focused job crafting. European Journal of Work and Organizational Psychology, 28(1), 30-50.
[34] Lockwood P., Jordan C. H., & Kunda Z . (2002). Motivation by positive or negative role models: Regulatory focus determines who will best inspire us. Journal of Personality and Social Psychology, 83(4), 854-864.
[35] Mäkikangas A., Aunola K., Seppälä P., & Hakanen J . (2016). Work engagement-team performance relationship: Shared job crafting as a moderator. Journal of Occupational and Organizational Psychology, 89(4), 772-790.
[36] Mäkikangas A., Bakker A. B., & Schaufeli W. B . (2017). Antecedents of daily team job crafting. European Journal of Work & Organizational Psychology, 26(3), 421-433.
[37] Mathieu J. E., Hollenbeck J. R., Knippenberg D., & Ilgen D. R . (2017). A century of work teams in the Journal of Applied Psychology. Journal of Applied Psychology, 102(3), 452-467.
[38] Mathieu J. E., Maynard M. T., Rapp T., & Gilson L . (2008). Team effectiveness 1997-2007: A review of recent advancements and a glimpse into the future. Journal of Management, 34(3), 410-476.
[39] McClelland G. P., Leach D. J., Clegg C. W., & McGowan I . (2014). Collaborative crafting in call centre teams. Journal of Occupational and Organizational Psychology, 87(3), 464-486.
[40] Meijerink J. G., Bos-Nehles A. C., de Leede J . (2018). How employees’ pro-activity translates high-commitment HRM systems into work engagement: The mediating role of job crafting. International Journal of Human Resource Management. https://doi.org/10.1080/09585192.2018.1475402
[41] Oldham G. R., & Fried Y . (2016). Job design research and theory: Past, present and future. Organizational Behavior & Human Decision Processes, 136, 20-35.
[42] Oldham G. R., & Hackman J. R . (2010). Not what it was and not what it will be: The future of job design research. Journal of Organizational Behavior, 31(2-3), 463-479.
[43] Parker S. K., & Bindl U. K . (2017). Proactivity at work: A big picture perspective on a construct that matters. In S. K. Parker & U. K. Bindl (Eds), Proactivity at work: Making things happen in organizations (pp. 20-44). New York: Routledge.
[44] Parker S. K., Bindl U. K., & Strauss K . (2010). Making things happen: A model of proactive motivation. Journal of Management, 36(4), 827-856.
[45] Parker S. K., Morgeson F. P., & Johns G . (2017). One hundred years of work design research: Looking back and looking forward. Journal of Applied Psychology, 102(3), 403-420.
[46] Petrou P., & Demerouti E . (2015). Trait-level and week-level regulatory focus as a motivation to craft a job. Career Development International, 20(2), 102-118.
[47] Plomp J., Tims M., Akkermans J., Khapova S., Jansen P., & Bakker A . (2016). Career competencies and job crafting: How proactive employees influence their well-being. Career Development International, 21(6), 587-602.
[48] Rudolph C., Katz I., Lavigne K., & Zacher H . (2017). Job crafting: A meta-analysis of relationships with individual differences, job characteristics, and work outcomes. Journal of Vocational Behavior, 102, 112-138.
[49] Tims M., & Bakker A. B . (2010). Job crafting: Towards a new model of individual job redesign. South African Journal of Industrial Psychology, 36(2), 1-9.
[50] Tims M., Bakker A. B., & Derks D . (2012). Development and validation of the job crafting scale. Journal of Vocational Behavior, 80(1), 173-186.
[51] Tims M., Bakker A. B., & Derks D . (2015). Examining job crafting from an interpersonal perspective: Is employee job crafting related to the well-being of colleagues? Applied Psychology, 64(4), 727-753.
[52] Tims M., Bakker A. B., Derks D., & van Rhenen W . (2013). Job crafting at the team and individual level: Implications for work engagement and performance. Group & Organization Management, 38(4), 427-454.
[53] Wageman R . (1995). Interdependence and group effectiveness. Administrative Science Quarterly, 40(1), 145-180.
[54] Wang H. J., Demerouti E., & Bakker A. B . (2017). A review of job crafting research: The role of leader behaviors in cultivating successful job crafters. In S. K. Parker & U. K. Bindl (Eds.), Proactivity at work: Making things happen in organizations (pp. 77-104). London, UK: Routledge.
[55] Webber S., & Donahue L . (2001). Impact of highly and less job-related diversity on work group cohesion and performance: A meta-analysis. Journal of Management, 27(2), 141-162.
[56] Wu C., & Wang Z . (2015). How transformational leadership shapes team proactivity: The mediating role of positive affective tone and the moderating role of team task variety. Group Dynamics: Theory, Research, and Practice, 19(3), 137-151.
[57] Wrzesniewski A., & Dutton J. E . (2001). Crafting a job: Revisioning employees as active crafters of their work. Academy of Management Review, 26(2), 179-201.
[58] Wrzesniewski A., LoBuglio N., Dutton J. E., & Berg J. M . (2013). Job crafting and cultivating positive meaning and identity in work. Advances in Positive Organizational Psychology, 1, 281-302.
[59] Zhang F., & Parker S. K . (2019). Reorienting job crafting research: A hierarchical structure of job crafting concepts and integrative review. Journal of Organizational Behavior, 40(2), 126-146.
[1] 徐长江,陈实. 工作重塑干预:对员工工作自主性的培养[J]. 心理科学进展, 2018, 26(8): 1501-1510.
[2] 赵祁;李锋. 团队领导与团队有效性:基于社会认同理论的多层次研究[J]. 心理科学进展, 2016, 24(11): 1677-1689.
[3] 张春雨;韦嘉;陈谢平;张进辅. 工作设计的新视角:员工的工作重塑[J]. 心理科学进展, 2012, 20(8): 1305-1313.
[4] 周莹;王二平. 团队领导的职能、决定因素及有效性[J]. 心理科学进展, 2005, 13(06): 780-787.
Viewed
Full text


Abstract

Cited

  Shared   
  Discussed   
版权所有 © 《心理科学进展》编辑部
本系统由北京玛格泰克科技发展有限公司设计开发  技术支持:support@magtech.com.cn