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 ›› 2016, Vol. 24 ›› Issue (7): 1091-1106.doi: 10.3724/SP.J.1042.2016.01091

• 研究前沿 • 上一篇    下一篇

高绩效工作系统负面影响的潜在机制

孙健敏1,2; 王宏蕾1   

  1. (1中国人民大学劳动人事学院, 北京 100872) (2中国人民大学领导科学研究中心, 北京 100872)
  • 收稿日期:2015-11-02 出版日期:2016-07-15 发布日期:2016-07-15
  • 通讯作者: 孙健敏, E-mail: chinajms@126.com
  • 基金资助:

    国家自然科学基金(71272158); 中国人民大学科学研究基金(中央高校基本科研业务费专项资金资助)项目(15XNH060)。

The potential mechanisms involved in the negative effect of high performance work system

SUN Jianmin1,2; WANG Honglei1   

  1. (1 School of Labor and Human Resources, Renmin University of China, Beijing 100872, China) (2 Leadership Research Center, Renmin University of China, Beijing 100872, China)
  • Received:2015-11-02 Online:2016-07-15 Published:2016-07-15
  • Contact: SUN Jianmin, E-mail: chinajms@126.com

摘要:

高绩效工作系统是一系列以提升组织绩效为目标的人力资源管理实践的集合或捆绑。已有研究发现高绩效工作系统也可能对员工产生负面影响。针对此问题, 本文首先澄清了高绩效工作系统的概念, 从管理理念分析其可能产生负面影响的原因。厘清了高绩效工作系统对组织和员工带来的不同效果, 从多元论的视角分析其负面影响的来源。基于工作要求−资源模型、自我决定理论、归因理论和过犹不及效应, 阐释高绩效工作系统对员工负面影响的内在机制。并进一步从个人和组织层面分析高绩效工作系统产生负面影响的边界条件。最后, 提出未来的研究方向和建议。

关键词: 高绩效工作系统, 负面影响, 内在机制, 边界条件

Abstract:

High performance work system (HPWS) is a set of human resource practices that designed to improve organizational performance, which has attracted widespread attention over recent decades. Existing research, however, revealed that the system had also brought negative effect apart from the positive outcomes. This paper clarified the conceptualization of HPWS and analyzed the causes for the negative effect from perspectives of management philosophy and measurement techniques. Differences of the impact of HPWS on organization and individual employees were analyzed and the sources of negative effect from pluralistic perspectives were presented. Building on the Job Demand-Resources model, Self-Determination Theory, Attribution Theory and the Too-Much-of-a-Good-Thing effect, we explicated the underlying mechanisms that HPWS exerts negative impact on employees and proposed the boundary conditions at both individual and organizational levels. Finally, implications and suggestions for future research were discussed.

Key words: high performance work system, negative effect, underlying mechanisms, boundary conditions