感激导向人力资源管理实践的驱动机制及其作用机理

doi:10.3724/SP.J.1042.2024.00908

摘要/Abstract

摘要：

目前关于战略人力资源管理实践的研究过度关注结果导向而忽视了员工福祉, 员工作为企业最重要的资源, 其付出需要组织给予认可与肯定。然而, 感激导向人力资源管理实践是由何种因素形成, 又会给组织、部门及个体带来何种影响, 既有文献缺乏系统思考和实证研究。鉴于此, 本文将探究中国情境下感激导向人力资源管理实践的驱动机制与作用机理。首先, 探讨感激导向人力资源管理实践的形成因素。其次, 探讨感激导向人力资源管理实践对组织韧性与企业社会责任的影响机制。再次, 探讨感激导向人力资源管理实践对领导感激表达的影响机制。最后, 探讨感激导向人力资源管理实践对员工帮助行为的影响机制。本文拓展了工作场所组织感激的研究视角, 为组织优化人力资源管理实践提供参考和借鉴。

关键词: 感激导向人力资源管理实践, 组织韧性, 企业社会责任, 感激表达, 帮助行为

Abstract:

Previous research on gratitude expressions has focused on the impact of the recipient's attitudes and behaviors on the giver, but there is a lack of academic understanding of what factors lead organizations to adopt gratitude-focused human resource management practices and how effectively such management practices are implemented. Given this, this paper focuses on the core concept of gratitude-focused human resource management practices, aiming to clearly identify the antecedents of the formation of gratitude-focused human resource management practices and to reveal the mechanisms and boundary conditions of gratitude-focused human resource management practices. To achieve the above research objectives, the theoretical model to be constructed in this study adopts an integrated multilevel research perspective, starting from three levels: organizational, departmental and individual, to construct and test the model of the driving mechanism of gratitude-focused human resource management practices, and to examine the downward influence among multiple levels, which consists of the following four research components: Study 1 focuses on the driving mechanism of gratitude-focused human resource management practices, Study 2 focuses on the impact mechanism of gratitude-focused human resource management practices at the organizational level, and Studies 3 and 4 attempt to construct a multilevel trickle-down model of gratitude-focused human resource management practices from the organizational, departmental and individual levels. There are three innovations in this paper: first, the previous “economic exchange” perspective of human resource management system emphasizes more on the employment relationship between the organization and the employees, and ignores the positive impact of high-quality interpersonal relationships in the "social exchange" of the workplace. Focusing on the human resource management practices from the perspective of organizational gratitude can help enterprises build a harmonious organization-employee relationship. Second, academic research on organizational gratitude has focused more on the mechanisms of its influence in organizations and less on the driving mechanisms of gratitude practices. This study infers that the key drivers of gratitude-focused human resource management practice are the result of a combination of executive characteristics (human capital value orientation) and situational characteristics (environment uncertainty, organizational structure). Finally, compared to fluctuating individual gratitude expression behaviors, gratitude-focused human resource management practices are relatively stable and more conducive for employees to attribute to the organization and thus build a positive relationship with the organization. In view of this, this study examines the downward influence process of organization-department-individual and proposes a theoretical model that attempts to integrate gratitude-focused human resource management practices at the organizational level, leader gratitude expressions at the departmental level, and employee perceptions and behaviors at the individual level, thus providing a more comprehensive theoretical understanding of the influence effects of gratitude-focused human resource management practices.

Key words: gratitude-focused human resource management practices, organizational resilience, corporate social responsibility, gratitude expression, helping behavior

中图分类号:

B849:C93

陈丝璐, 张光磊, 刘文兴, 田园. (2024). 感激导向人力资源管理实践的驱动机制及其作用机理. 心理科学进展 , 32(6), 908-927.

CHEN Silu, ZHANG Guanglei, LIU Wenxing, TIAN Yuan. (2024). The driving mechanism and its function mechanism of gratitude-focused human resource management practices. Advances in Psychological Science, 32(6), 908-927.

图/表 3

参考文献 175

[1]	符纯洁, 张倩, 蒋建武, 李锐, 王玮. (2023). 建言导向人力资源实践促进员工持续建言行为的动态作用机制. 心理科学进展, 31(10), 1800−1813.
[2]	郭文臣, 李婷婷, 田雨. (2016). 新型雇佣关系结构模型构建及实证研究. 南开管理评论, 19(4), 181−192.
[3]	郭一蓉, 宋继文, 郑晓明, 陈黎梅. (2021). 组织管理中感恩研究述评: 一个多层次的理论模型. 管理评论, 31(1), 188−120.
[4]	侯曼, 王倩楠, 弓嘉悦. (2022). 企业家精神、组织韧性与中小企业可持续发展——环境不确定性的调节作用. 华东经济管理, 36(12), 120−128.
[5]	黄勇, 崔敏, 颜卉. (2021). 见贤思齐:领导创造力对员工创造力的跨层次影响机制. 科学学与科学技术管理, 42(4), 158−174.
[6]	李翊君, 黄一鸣, 王紫, 潘静洲. (2021). 促进还是阻碍: 实践职业召唤对员工组织公民行为的影响机制研究. 中国人力资源开发, 38(1), 20−32.
[7]	梁果, 李锡元, 陈思. (2014). 领导-部属交换和心理所有权中介作用的感恩对个体主动性的影响. 管理学报, 11(7), 1014−1020.
[8]	刘冰, 李逢雨, 朱乃馨. (2020). 适应变化: 柔性人力资源管理的内涵、机制与展望. 中国人力资源开发, 37(10), 91−108.
[9]	刘军, 朱征, 王琦琦, 杨朦晰. (2019). 工作场所感恩研究述评与展望. 外国经济与管理, 41(9), 61−74.
[10]	刘善仕, 刘辉健, 翁赛珠. (2005). 西方最佳人力资源管理模式研究. 外国经济与管理, 25(2), 33−39.
[11]	吕晓艺, 白新文. (2019). 互惠感恩表达提升员工工作绩效. 浙江大学学报(理学版), 46(5), 641−650.
[12]	马文聪, 颜坤, 陈修德, 翁银娇. (2019). 员工导向人力资源实践和职业成长对离职倾向的影响机制. 软科学, 33(8), 104−109.
[13]	孙健敏, 王宏蕾. (2016). 高绩效工作系统负面影响的潜在机制. 心理科学进展, 24(7), 1091−1106.
[14]	屠兴勇, 刘雷洁, 张怡萍, 彭娅娅, 林琤璐. (2020). 亲社会动机、帮助行为如何影响关系绩效:认知信任的作用及情境条件. 南开管理评论, 23(2), 203−213.
[15]	王桢. (2012). 团队内工作投入的人际传导机制. 心理科学进展, 20(10), 1531−1537.
[16]	王震, 姜福斌. (2021). 人力资源管理计划、实施与感知的差异研究——一个整合模型. 经济管理, 10, 83−98.
[17]	王震, 张雨奇, 尹奎. (2017). 直线经理的人力资源管理认知、职责与效能:研究回顾与展望. 中国人力资源开发, 3, 38−48.
[18]	尹奎, 赵景, 聂琦. (2022). 如何“双管齐下”提升团队创新绩效——创新型领导与创新导向人力资源管理实践. 首都经济贸易大学学报(双月刊), 24(2), 86−100.
[19]	于坤, 王哲源, 彭雄良, 王佩, 赵泽珺, 严一丹, 曹培悦. (2022). 组织中利他行为的可持续性及其前因机制:基于主动性动机视角. 心理科学进展, 30(10), 2164−2176.
[20]	俞仁智, 何洁芳, 刘志迎. (2015). 基于组织层面的公司企业家精神与新产品创新绩效——环境不确定性的调节效应. 管理评论, 27(9), 85−94.
[21]	张建民, 顾春节, 杨红英. (2022). 人工智能技术与人力资源管理实践: 影响逻辑与模式演变. 中国人力资源开发, 39(1), 17−34.
[22]	张军伟, 龙立荣. (2017). 不同层次高绩效工作系统的差距效应:一个被调节的中介模型. 南开管理评论, 20(2), 180−190.
[23]	张梦桃, 张生太. (2022). 关系网络对组织韧性的影响——双元创新的中介作用. 科研管理, 43(7), 163−170.
[24]	张瑞娟, 尹奎. (2018). 人力资源管理对组织绩效的作用——基于计划的、实施的和员工感知的人力资源管理的视角. 中国人力资源开发, 35(8), 29−38.
[25]	钟鑫, 陈露, 李晶, 黄江燕. (2022). 关系型人力资源管理实践述评与展望. 中国人力资源开发, 39(11), 62−73.
[26]	朱征, 陈星汶, 刘军, 范雪灵, 徐蓓. (2022). 领导感激表达对员工离职意愿的影响研究——基于“自我”和“关系”的视角. 南开管理评论, 25(2), 80−89.
[27]	Algoe S. B., Fredrickson B. L., & Gable S. L. (2013). The social functions of the emotion of gratitude via expression. Emotion, 13(4), 605−609.
[28]	Algoe S. B., Gable S. L., & Maisel N. C. (2010). It’s the little things: Everyday gratitude as a booster shot for romantic relationships. Personal Relationships, 17(2), 217−233.
[29]	Algoe S. B., & Stanton A. L. (2012). Gratitude when it is needed most: Social functions of gratitude in women with metastatic breast cancer. Emotion, 12(1), 163−168.
[30]	Algoe S. B., & Zhaoyang R. (2016). Positive psychology in context: Effects of expressing gratitude in ongoing relationships depend on perceptions of enactor responsiveness. Journal of Positive Psychology, 11(4), 399−415.
[31]	Allen D. G., Shore L. M., & Griffeth R. W. (2003). The role of perceived organizational support and supportive human resource practices in the turnover process. Journal of Management, 29(1), 99−118.
[32]	Andersson L. M., Giacalone R. A., & Jurkiewicz C. L. (2007). On the relationship of hope and gratitude to corporate social responsibility. Journal of Business Ethics, 70(4), 401−409.
[33]	Arthur J. B. (1994). Effects of human resource systems on manufacturing performance and turnover. Academy of Management Journal, 37(3), 670−687.
[34]	Aryee S., Sun L. Y., Chen Z. X. G., & Debrah Y. A. (2008). Abusive supervision and contextual performance: The mediating role of emotional exhaustion and the moderating role of work unit structure. Management and Organization Review, 4(3), 393−411.
[35]	Bandura A. (1997). Self-efficacy: The exercise of control. New York: Freeman.
[36]	Barney J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99−120.
[37]	Bartlett M. Y., & DeSteno D. (2006). Gratitude and prosocial behavior: Helping when it costs you. Psychological Science, 17(4), 319−325.
[38]	Becker B., & Gerhart B. (1996). The impact of human resource management on organizational performance: Progress and prospects. Academy of Management Journal, 39(4), 779−801.
[39]	Boehm J. K., Lyubomirsky S., & Sheldon K. M. (2011). A longitudinal experimental study comparing the effectiveness of happiness-enhancing strategies in Anglo Americans and Asian Americans. Cognition & Emotion, 25(7), 1263−1272.
[40]	Bowen D. E., & Ostroff C. (2004). Understanding HRM-firm performance linkages: The role of the “strength” of the HRM system. Academy of Management Review, 29(2), 203−221.
[41]	Boxall P., & Macky K. (2009). Research and theory on high-performance work systems: Progressing the high- involvement stream. Human Resource Management Journal, 19(1), 3−23.
[42]	Boxall P., & Macky K. (2014). High-involvement work processes, work intensification and employee well-being. Work, Employment and Society, 28( 6), 963−984.
[43]	Brandl J., Madsen M. T., & Madsen H. (2009). The perceived importance of HR duties to Danish line managers. Human Resource Management Journal, 19(2), 194−210.
[44]	Brewster C., Gollan P. J., & Wright P. M. (2013). Guest editors' note: Human resource management and the line. Human Resource Management, 52(6), 829−838.
[45]	Brockner J., Ackerman G., Greenberg J., Gelfand M. J., Francesco A. M., Chen Z. X., ... Shapiro D. (2001). Culture and procedural justice: The influence of power distance on reactions to voice. Journal of Experimental Social Psychology, 37(4), 300−315.
[46]	Bunderson J. S., & Thompson J. A. (2009). The call of the wild: Zookeepers, callings, and the double-edged sword of deeply meaningful work. Administrative Science Quarterly, 54(1), 32−57.
[47]	Burke R. J., Astakhova M. N., & Hang H. (2015). Work passion through the lens of culture: Harmonious work passion, obsessive work passion, and work outcomes in Russia and China. Journal of Business & Psychology, 30(3), 457−471.
[48]	Cain I. H., Cairo A., Duffy M., Meli L., Rye M. S., & Worthington Jr E. L. (2019). Measuring gratitude at work. The Journal of Positive Psychology, 14(4), 440−451.
[49]	Carbonneau N., Vallerand R. J., Fernet C., & Guay F. (2008). The role of passion for teaching in intrapersonal and interpersonal outcomes. Journal of Educational Psychology, 100(4), 977−987.
[50]	Cardinal L. B. (2001). Technological innovation in the pharmaceutical industry: The Use of organizational control in managing research and development. Organization Science, 12(1), 19−36.
[51]	Carvalho A., & Areal N. (2016). Great places to work^®: Resilience in times of crisis. Human Resource Management, 55(3), 479−498.
[52]	Casper W. J., & Harris C. M. (2008). Work-life benefits and organizational attachment: Self-interest utility and signaling theory models. Journal of Vocational Behavior, 72(1), 95−109.
[53]	Cheng S. T., Tsui P. K., & Lam J. H. (2015). Improving mental health in health care practitioners: Randomized controlled trial of a gratitude intervention. Journal of Consulting and Clinical Psychology, 83(1), 177−186.
[54]	Cole M. S., Carter M. Z., & Zhang Z. (2013). Leader-team congruence in power distance values and team effectiveness: The mediating role of procedural justice climate. Journal of Applied Psychology, 98(6), 962−973.
[55]	Conway E., Fu N., Monks K., Alfes K., & Bailey C. (2016). Demands or resources? The relationship between HR practices, employee engagement, and emotional exhaustion within a hybrid model of employment relations. Human Resource Management, 55(5), 901−917.
[56]	Cross S. E., Bacon P. L., & Morris M. L. (2000). The relational-interdependent self-construal and relationships. Journal of Personality and Social Psychology, 78(4), 791−808.
[57]	Cross S. E., & Morris M. L. (2003). Getting to know you: The relational self-construal, relational cognition, and well-being. Personality and Social Psychology Bulletin, 29(4), 512−523.
[58]	Dasborough M. T., Hannah S. T., & Zhu W. (2019). The generation and function of moral emotions in teams: An integrative review. Journal of Applied Psychology, 105(5), 433−452.
[59]	DeSteno D., Bartlett M. Y., Baumann J., Williams L. A., & Dickens L. (2010). Gratitude as moral sentiment: Emotion-guided cooperation in economic exchange. Emotion, 10(2), 289−293.
[60]	Do B. (2016). Gratitude at work. (Unpublished doctorial dissertation). Carroll School of Management, Boston College.
[61]	Dragoni L., & Kuenzi M. (2012). Better understanding work unit goal orientation: Its emergence and impact under different types of work unit structure. Journal of Applied Psychology, 97(5), 1032−1048.
[62]	Duchek S. (2020). Organizational resilience: A capability- based conceptualization. Business Research, 13(1), 215−246.
[63]	Dunn J. R., & Schweitzer M. E. (2005). Feeling and believing: The influence of emotion on trust. Journal of Personality and Social Psychology, 88(5), 736−748.
[64]	Dutton J. E. (2003). Energizing your workplace: Building and sustaining high quality relationships at work. San Francisco: Jossey-Bass.
[65]	Dutton J., Roberts L., & Bednar J. (2010). Prosocial practices, positive identity, and flourishing at work. In S.Donaldson, M.Csikszentmihalyi, & J.Nakamura (Eds.), Applied positive psychology: Improving everyday life, schools, work, health, and society (pp.427−431). New York: Routledge.
[66]	Ehrnrooth M., & Björkman I. (2012). An integrative HRM process theorization: Beyond signalling effects and mutual gains. Journal of Management Studies, 49(6), 1109−1135.
[67]	Eisenberg N., Miller P. A., Shell R., Mcnalley S., & Shea C. (1991). Prosocial development in adolescence: A longitudinal study. Developmental Psychology, 27(5), 849−857.
[68]	Emmons R. A., & McCullough M. E. (2003). Counting blessings versus burdens: An experimental investigation of gratitude and subjective well-being in daily life. Journal of Personality and Social Psychology, 84(2), 377−389.
[69]	Eva N., Robin M., Sendjaya S., van Dierendonck D., & Liden R. C. (2019). Servant leadership: A systematic review and call for future research. The Leadership Quarterly, 30(1), 111−132.
[70]	Farh J. L., Tsui A. S., Xin K., & Cheng B.-S. (1998). The influence of relational demography and guanxi: The Chinese case. Organization Science, 9(4), 471−488.
[71]	Fehr R., Fulmer A., Awtrey E., & Miller J. A. (2017). The grateful workplace: A multilevel model of gratitude in organizations. Academy of Management Review, 42(2), 361−381.
[72]	Ferris G. R., Arthur M. M., Berkson H. M., Kaplan D. M., Harrell-Cook G., & Frink D. D. (1998). Toward a social context theory of the human resource management- organization effectiveness relationship. Human Resource Management Review, 8(3), 235−264.
[73]	Fredrickson B. L. (1998). What good are positive emotions?. Review of General Psychology, 2(3), 300−319.
[74]	Fredrickson B. L. (2004). Gratitude, like other positive emotions, broadens and builds. In R. A.Emmons & M. E.McCullough (Eds.), The psychology of gratitude (pp.144-166). New York, NY: Oxford University Press.
[75]	Frey R. V., Bayon T., & Totzek D. (2013). How customer satisfaction affects employee satisfaction and retention in a professional services context. Journal of Service Research, 16(4), 503−517.
[76]	Froh J. J., Kashdan T. B., Ozimkowski K. M., & Miller N. (2009). Who benefits the most from a gratitude intervention in children and adolescents? Examining positive affect as a moderator. The Journal of Positive Psychology, 4(5), 408−422.
[77]	Fulmer C. A., & Ostroff C. (2016). Convergence and emergence in organizations: An integrative framework and review. Journal of Organizational Behavior, 37, 122−145.
[78]	Fulmer I. S., & Ployhart R. E. (2014). “Our most important asset”: A multidisciplinary/multilevel review of human capital valuation for research and practice. Journal of Management, 40(1), 161−192.
[79]	Gordon C. L., Arnette R. A. M., & Smith R. E. (2011). Have you thanked your spouse today?: Felt and expressed gratitude among married couples. Personality and Individual Differences, 50(3), 339−343.
[80]	Grant A. M. (2012). Leading with meaning: Beneficiary contact, prosocial impact, and the performance effects of transformational leadership. Academy of Management Journal, 55(2), 458−476.
[81]	Grant A. M., & Berg J. M. (2012). Prosocial motivation. In K. S.Cameron & G. M.Spreitzer (Eds.), The Oxford handbook of positive organizational scholarship (pp.28−44). New York: Oxford University Press.
[82]	Grant A. M., Campbell E. M., Chen G., Cottone K., Lapedis D., & Lee K. (2007). Impact and the art of motivation maintenance: The effects of contact with beneficiaries on persistence behavior. Organizational Behavior and Human Decision Processes, 103(1), 53−67.
[83]	Grant A. M., Dutton J. E., & Rosso B. D. (2008). Giving commitment: Employee support programs and the prosocial sensemaking process. Academy of Management Journal, 51(5), 898−918.
[84]	Grant A. M., & Gino F. (2010). A little thanks goes a long way: Explaining why gratitude expressions motivate prosocial behavior. Journal of Personality and Social Psychology, 98(6), 946−955.
[85]	Guerci M., Hauff S., & Gilardi S. (2022). High performance work practices and their associations with health, happiness and relational well-being: Are there any tradeoffs? The International Journal of Human Resource Management, 33(2), 329−359.
[86]	Guest D. E. (2017). Human resource management and employee well-being: Towards a new analytic framework. Human Resource Management Journal, 27(1), 22−38.
[87]	Hackman J. R., & Oldham G. R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16(2), 250−279.
[88]	Hambrick D. C., & Mason P. A. (1984). Upper echelons: The organization as a reflection of its top managers. Academy of Management Review, 9(2), 193−206.
[89]	Hofstede G. H. (2001). Culture’s consequences: Comparing values, behaviors, institutions, and organizations across nations (2nd ed.). Thousand Oaks, CA: Sage.
[90]	Hong Y., Liao H., Hu J., & Jiang K. (2013). Missing link in the service profit chain: A meta-analytic review of the antecedents, consequences, and moderators of service climate. Journal of Applied Psychology, 98(2), 237−267.
[91]	Hu X., & Kaplan S. (2015). Is “feeling good” good enough? Differentiating discrete positive emotions at work. Journal of Organizational Behavior, 36(1), 39−58.
[92]	Jackson S. E., Schuler R. S., & Jiang K. (2014). An aspirational framework for strategic human resource management. Academy of Management Annals, 8(1), 1−56.
[93]	Jaworski B. J., & Kohli A. K. (1993). Market orientation: Antecedents and consequences. Journal of Marketing, 57(3), 53−70.
[94]	Jiang K., Chuang C. H., & Chiao Y. C. (2015). Developing collective customer knowledge and service climate: The interaction between service-oriented high-performance work systems and service leadership. Journal of Applied Psychology, 100(4), 1089−1106.
[95]	Jiang K., & Messersmith J. (2018). On the shoulders of giants: A meta-review of strategic human resource management. The International Journal of Human Resource Management, 29(1), 6−33.
[96]	Jiang K., Takeuchi R., & Lepak D. P. (2013). Where do we go from here? New perspectives on the black box in strategic human resource management research. Journal of Management Studies, 50(8), 1448−1480.
[97]	Jimenez W. P. (2018). Grateful beneficiaries and proud benefactors: A moderated mediation model relating supervisors’ gratitude expression to employees’ organizational citizenship behavior. (Unpublished master’s thesis). Old Dominion University.
[98]	Kanov J. M., Maitlis S., Worline M. C., Dutton J. E., Frost P. J., & Lilius J. M. (2004). Compassion in organizational life. American Behavioral Scientist, 47(6), 808−827.
[99]	Kaplan J. (2012). Gratitude survey. Conducted for the John Templeton Foundation.
[100]	Kaplan S., Cortina J., Ruark G., Laport K., & Nicolaides V. (2014). The role of organizational leaders in employee emotion management: A theoretical model. The Leadership Quarterly, 25(3), 563−580.
[101]	Kelly J. R., & Barsade S. G. (2001). Mood and emotions in small groups and work teams. Organizational Behavior and Human Decision Processes, 86(1), 99−130.
[102]	Kluger A. N., & DeNisi A. (1996). The effects of feedback interventions on performance: A historical review, a meta-analysis, and a preliminary feedback intervention theory. Psychological Bulletin, 119(2), 254−284.
[103]	Kozlowski S. W. J. (2012). Groups and teams in organizations:Studying the multilevel dynamics of emergence. In A. B.Hollingshead & M. S.Poole (Eds.), Methods for studying small groups: A behind-the-scenes guide (pp.260-283). New York: Routledge.
[104]	Kuvaas B. (2008). An exploration of how the employee- organization relationship affects the linkage between perception of developmental human resource practices and employee outcomes. Journal of Management Studies, 45(1), 1−25.
[105]	Lado A. A., & Wilson M. C. (1994). Human resource systems and sustained competitive advantage: A competency- based perspective. Academy of Management Review, 19(4), 699−727.
[106]	Lam S. S., Schaubroeck J., & Aryee S. (2002). Relationship between organizational justice and employee work outcomes: A cross-national study. Journal of Organizational Behavior, 23(1), 1−18.
[107]	Lambert N. M., Clark M. S., Durtschi J., Fincham F. D., & Graham S. M. (2010). Benefits of expressing gratitude: Expressing gratitude to a partner changes one’s view of the relationship. Psychological Science, 21(4), 574−580.
[108]	Lambert N. M., & Fincham F. D. (2011). Expressing gratitude to a partner leads to more relationship maintenance behavior. Emotion, 11(1), 52−60.
[109]	Lawler E. E., & Finegold D. (2000). Individualizing the organization: Past, present, and future. Organizational Dynamics, 29(1), 1−15.
[110]	Lazarus R. S. (1991). Emotion and adaptation. Oxford University Press.
[111]	Lee C., Pillutla M., & Law K. S. (2000). Power-distance, gender and organizational justice. Journal of Management, 26(4), 685−704.
[112]	Lee G., Cho S. Y., Arthurs J., & Lee E. K. (2020). Celebrity CEO, identity threat, and impression management: Impact of celebrity status on corporate social responsibility. Journal of Business Research, 111, 69−84.
[113]	Lee H. S. (2001). Paternalistic human resource practices: Their emergence and characteristics. Journal of Economic Issues, 35(4), 841−869.
[114]	Lee H. W., Bradburn J., Johnson R. E., Lin S. H. J., & Chang C. H. D. (2019). The benefits of receiving gratitude for helpers: A daily investigation of proactive and reactive helping at work. Journal of Applied Psychology, 104(2), 197−213.
[115]	Lengnick-Hall C. A., & Beck T. E. (2005). Adaptive fit versus robust transformation: How organizations respond to environmental change. Journal of Management, 31(5), 738−757.
[116]	Lengnick-Hall C. A., Beck T. E., & Lengnick-Hall M. L. (2011). Developing a capacity for organizational resilience through strategic human resource management. Human Resource Management Review, 21(3), 243−255.
[117]	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.
[118]	Li N., Harris T. B., Boswell W. R., & Xie Z. (2011). The role of organizational insiders’ developmental feedback and proactive personality on newcomers’ performance: An interactionist perspective. Journal of Applied Psychology, 96(6), 1317−1327.
[119]	Lin W., Ma J., Zhang Q., Li J. C., & Jiang F. (2018). How is benevolent leadership linked to employee creativity? The mediating role of leader-member exchange and the moderating role of power distance orientation. Journal of Business Ethics, 152(4), 1099−1115.
[120]	Lissack M. R., & Letiche H. (2002). Complexity, emergence, resilience, and coherence: Gaining perspective on organizations and their study. Emergence, 4(3), 72−94.
[121]	Liu D., Chen X. P., & Yao X. (2011). From autonomy to creativity: A multilevel investigation of the mediating role of harmonious passion. Journal of Applied Psychology, 96(2), 294−309.
[122]	Locklear L. R., Sheridan S., & Kong D. T. (2023). Appreciating social science research on gratitude: An integrative review for organizational scholarship on gratitude in the workplace. Journal of Organizational Behavior, 44(2), 225−260.
[123]	McCullough M. E., Emmons R. A., & Tsang J. A. (2002). The grateful disposition: A conceptual and empirical topography. Journal of Personality and Social Psychology, 82(1), 112−127.
[124]	McCullough M. E., Kimeldorf M. B., & Cohen A. D. (2008). An adaptation for altruism: The social causes, social effects, and social evolution of gratitude. Current Directions in Psychological Science, 17(4), 281−285.
[125]	McWilliams A., & Siegel D. (2001). Corporate social responsibility: A theory of the firm perspective. Academy of Management Review, 26(1), 117−127.
[126]	Mischel W., & Shoda Y. A. (1995). A cognitive-affective system theory of personality: Reconceptualizing situations, dispositions, dynamics, and invariance in personality structure. Psychological Review, 102(2), 246−268.
[127]	Mosley E., & Irvine D. (2015). The power of thanks: How social recognition empowers employees and creates a best place to work. New York: McGraw-Hill.
[128]	Moss S. E., & Sanchez J. I. (2004). Are your employees avoiding you? Managerial strategies for closing the feedback gap. Academy of Management Executive, 18(1), 32−44.
[129]	Nishii L. H., & Paluch R. M. (2018). Leaders as HR sensegivers: Four HR implementation behaviors that create strong HR systems. Human Resource Management Review, 28(3), 319−323.
[130]	Nishii L. H., & Wright P. (2008). Variability within organizations:Implications for strategic human resources management. In D.B.Smith (Ed.), The people make the place: Dynamic linkages between individuals and organizations (pp. 225−248). Mahwah, NJ: Lawrence Erlbaum Associates.
[131]	Parker S. K. (1998). Enhancing role breadth self-efficacy: The roles of job enrichment and other organizational interventions. Journal of Applied Psychology, 83(6), 835−852.
[132]	Peng C., Nelissen R. M., & Zeelenberg M. (2018). Reconsidering the roles of gratitude and indebtedness in social exchange. Cognition and Emotion, 32(4), 760−772.
[133]	Perry E. L., & Kulik C. T. (2008). The devolution of HR to the line: Implications for perceptions of people management effectiveness. International Journal of Human Resource Management, 19(2), 262−273.
[134]	Pfeffer J., & Salancik G. R. (1978). The external control of organizations: A resource dependence perspective. Harper & Row, New York.
[135]	Purcell J., & Hutchinson S. (2007). Front-line managers as agents in the HRM performance causal chain: Theory, analysis and evidence. Human Resource Management Journal, 17(1), 3−20.
[136]	Ragins B. R. (2012). Relational mentoring:A positive approach to mentoring at work. In K. S.Cameron & G. M.Spreitzer (Eds.), The Oxford handbook of positive organizational scholarship (pp.519−536). New York: Oxford University Press.
[137]	Ritzenhöfer L., Brosi P., Spörrle M., & Welpe I. M. (2017). Leader pride and gratitude differentially impact follower trust. Journal of Managerial Psychology, 32(6), 445−459.
[138]	Ritzenhöfer L., Brosi P., Spörrle M., & Welpe I. M. (2019). Satisfied with the job, but not with the boss: Leaders’ expressions of gratitude and pride differentially signal leader selfishness, resulting in differing levels of followers’ satisfaction. Journal of Business Ethics, 158(4), 1185−1202.
[139]	Roberts L. M., Dutton J. E., Spreitzer G. M., Heaphy E. D., & Quinn R. E. (2005). Composing the reflected best-self portrait: Building pathways for becoming extraordinary in work organizations. Academy of Management Review, 30(4), 712−736.
[140]	Rousseau D. M. (1985). Issues of level in organizational research: Multi-level and cross-level perspectives. Research in Organizational Behavior, 7, 1−37.
[141]	Ryan R. M., & Deci E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1), 68−78.
[142]	Salancik G. R., & Pfeffer J. (1978). A social information processing approach to job attitudes and task design. Administrative Science Quarterly, 23(2), 224−253.
[143]	Schneier C. E. (1995). Capitalizing on performance management, recognition and rewards systems. In D. G.Shaw, C. E.Schneier, R. W.Beatty, &S. B. Lloyd (Eds.), Performance measurement, management and appraisal sourcebook (pp.360−368). Amherst, MA: Human Resource Development Press.
[144]	Schwartz C. E., & Sendor R. M. (1999). Helping others helps oneself: Response shift effects in peer support. Social Science and Medicine, 48(11), 1563−1575.
[145]	Seligman M. E. P., Steen T. A., Park N., & Peterson C. (2005). Positive psychology progress: Empirical validation of interventions. American Psychologist, 60(5), 410−421.
[146]	Shen J., & Zhu C. J. (2011). Effects of socially responsible human resource management on employee organizational commitment. The International Journal of Human Resource Management, 22(15), 3020−3035.
[147]	Shen Y., Chou W. J., & Schaubroeck J. M. (2019). The roles of relational identification and workgroup cultural values in linking authoritarian leadership to employee performance. European Journal of Work and Organizational Psychology, 28(4), 498−509.
[148]	Simons M., Lataster J., Peeters S., Reijnders J., Janssens M., & Jacobs N. (2020). Sense of abundance is associated with momentary positive and negative affect: An experience sampling study of trait gratitude in daily life. Journal of Happiness Studies, 21(6), 2229−2236.
[149]	Spence J. R., Brown D. J., Keeping L. M., & Lian H. W. (2014). Helpful today, but not tomorrow? Feeling grateful as a predictor of daily organizational citizenship behaviors. Personnel Psychology, 67(3), 705−738.
[150]	Starr R., Newfrock J., & Delurey M. (2003). Enterprise resilience: Managing risk in the networked economy. Strategy and Business, (30), 1−10.
[151]	Strauss K., Griffin M. A., & Rafferty A. E. (2009). Proactivity directed toward the team and organization: The role of leadership, commitment and role-breadth self-efficacy. British Journal of Management, 20(3), 279−291.
[152]	Sutcliffe K. M., & Vogus T. J. (2003). Organizing for resilience. In K. S.Cameron, J. E.Dutton, & R. E.Quinn (Eds.), Positive organizational scholarship: Foundations of a new discipline (pp.94−110). San Francisco: Berrett- Koehler.
[153]	Tjosvold D. (1986). The Dynamics of Interdependence in Organizations. Human Relations, 39(6), 518−540.
[154]	Toepfer S. M., Cichy K., & Peters P. (2012). Letters of gratitude: Further evidence for author benefits. Journal of Happiness Studies, 13(1), 187−201.
[155]	Troebs C. C., Wagner T., & Herzog W. (2020). Do customer discounts affect frontline employees?. Journal of Service Research, 24(3), 390−404.
[156]	Vallerand R. J., Houlfort N., & Fores J. (2003). Passion at work. Emerging Perspectives on Values in Organizations, 6(8), 175−204.
[157]	Vallerand R. J., Paquet Y., Philippe F. L., & Charest J. (2010). On the role of passion for work in burnout: A process model. Journal of Personality, 78(1), 289−312.
[158]	Vallerand R. J., Salvy S. J., Mageau G. A., Elliot A. J., Denis P. L., Grouzet F. M., & Blanchard C. (2007). On the role of passion in performance. Journal of Personality, 75(3), 505−534.
[159]	Van De Voorde K., Paauwe J., & Van Veldhoven M. (2012). Employee well-being and the HRM-organizational performance relationship: A review of quantitative studies. International Journal of Management Reviews, 14(4), 391−407.
[160]	Van Dyne L., Cummings L. L., & Parks J. M. (1995). Extra-role behaviors: In pursuit of construct and definitional clarity. Research in Organizational Behavior, 17, 215−285.
[161]	van Mierlo J., Bondarouk T., & Sanders K. (2018). The dynamic nature of HRM implementation: A structuration perspective. The International Journal of Human Resource Management, 29(22), 3026−3045.
[162]	Wageman R., & Baker G. (1997). Incentives and cooperation: The joint effects of task and reward interdependence on group performance. Journal of Organizational Behavior, 18(2), 139−158.
[163]	Walton R.E. (1985). From control to commitment in the workplace. Harvard Business Review, 64(2), 77−84.
[164]	Waters L. (2012). Predicting job satisfaction: Contributions of individual gratitude and institutionalized gratitude. Psychology, 3(12), 1174−1176.
[165]	Watkins P. C. (2014). Gratitude and the good life: Toward a psychology of appreciation. New York: Springer.
[166]	Watkins P. C., Woodward K., Stone T., & Kolts R. L. (2003). Gratitude and happiness: Development of a measure of gratitude, and relationships with subjective well-being. Social Behavior and Personality, 31(5), 431−451.
[167]	Williams L. A., & Bartlett M. Y. (2015). Warm thanks: Gratitude expression facilitates social affiliation in new relationships via perceived warmth. Emotion, 15(1), 1−5.
[168]	Wright P.M., & Nishii L. H. (2013). Strategic HRM and organizational behavior:Integrating multiple levels of analysis. In D.Guest, J.Paauwe & P.Wright (Eds.), HRM and performance: Achievements and challenges (pp.97-110). Chichester, UK: Wiley.
[169]	Wright P. M., & Ulrich M. D. (2017). A road well traveled: The past, present, and future journey of strategic human resource management. Annual Review of Organizational Psychology and Organizational Behavior, 4(1), 45−65.
[170]	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.
[171]	Yang J., Liu H., & Gu J. (2017). A multi-level study of servant leadership on creativity: The roles of self-efficacy and power distance. Leadership & Organization Development Journal, 38(5), 610−629.
[172]	Youssef-Morgan C. M., van Zyl L. E., & Ahrens B. (2022). The work gratitude scale: Development and evaluation of a multidimensional measure. Frontiers in Psychology, 12, 795328.
[173]	Zhang X. A., Li N., & Brad Harris T. (2015). Putting nonwork ties to work: The case of guanxi in supervisor- subordinate relationships. The Leadership Quarterly, 26(1), 37−54.
[174]	Zhou J. (2003). When the presence of creative coworkers is related to creativity: Role of supervisor close monitoring, developmental feedback, and creative personality. Journal of Applied Psychology, 88(3), 413−422.
[175]	Zhu W., Chew I. K., & Spangler W. D. (2005). CEO transformational leadership and organizational outcomes: The mediating role of human-capital-enhancing human resource management. The Leadership Quarterly, 16(1), 39−52.

视角	维度	作者
特质感激	单维度6题项	McCullough et al., (2002)
特质感激	三维度44题项	Watkins et al., (2003)
状态感激	单维度3题项	Emmons & McCullough (2003)
	单维度5题项	Spence et al., (2014)
	单维度7题项	Do (2016)
	三维度10题项	Youssef-Morgan et al., (2022)
	两维度10题项	Cain et al., (2019)
感激表达	单维度3题项	Lambert et al., (2010)
	单维度3题项	Jimenez (2018)
	单维度5题项	Ritzenhöfer et al., (2019)
	单维度3题项	Troebs et al., (2020)

视角	维度	作者
特质感激	单维度6题项	McCullough et al., (2002)
特质感激	三维度44题项	Watkins et al., (2003)
状态感激	单维度3题项	Emmons & McCullough (2003)
	单维度5题项	Spence et al., (2014)
	单维度7题项	Do (2016)
	三维度10题项	Youssef-Morgan et al., (2022)
	两维度10题项	Cain et al., (2019)
感激表达	单维度3题项	Lambert et al., (2010)
	单维度3题项	Jimenez (2018)
	单维度5题项	Ritzenhöfer et al., (2019)
	单维度3题项	Troebs et al., (2020)

人力资源管理系统	特点	实践目标
感激导向人力资源管理实践	感激员工对组织的辛勤劳动, 关怀员工, 尊重员工的合理诉求, 帮助员工解决实际问题, 与员工共同分享创造的成果	强调人力资本价值
承诺型人力资源管理实践	关注员工的利益与长期发展, 通过提供安全保障、提高工作自主性、工作丰富化等一系列人力资源管理措施组合, 提升员工组织承诺, 促进员工工作投入与合作创新	加强员工对组织的承诺
支持性人力资源管理实践	主动向员工提供情感性支持(如给予关心、尊重、倾听与使其觉得被需要等)和工具性支持(如信息、资源、工具、设备及培训), 以强化员工与组织的联结	提升员工的组织支持感
发展型人力资源管理实践	将员工发展纳入人力资源管理的核心范畴, 为员工提供可持续学习的平台、机会与资源, 营造不断激发员工工作动力与创新的工作环境, 促进员工与企业人才价值链的协同发展	实现员工与组织的协同发展
高参与人力资源管理实践	由一系列基于员工承诺和参与的紧密关联的实践活动组成, 包括充分授权、能力发展、信息共享、赞赏认同和回报公平, 激励和引导员工进行合作、拓展和主动学习, 提升员工的协同意愿和多样任务技能	强调员工的参与
员工导向人力资源管理实践	以构建和谐的员工关系为目标, 通过实行工作场所民主和权利共享, 解决员工的个人和家庭需求, 提升员工对组织的归属感, 使企业和员工形成共同发展的有机整体	满足员工的个人和家庭的需求
幸福导向人力资源管理实践	通过在员工身上投资、提供参与式工作、积极的关系和物理环境、建言机制、组织支持等实践活动激发员工的幸福感	提升员工的幸福感
家长式人力资源管理实践	以建立良好、和谐的家庭氛围为目的, 强调开放的社会交换, 承认员工的权利, 并且考虑他们的感受, 而员工则给予合作并且承诺全身心为组织付出	建立良好的家庭氛围

人力资源管理系统	特点	实践目标
感激导向人力资源管理实践	感激员工对组织的辛勤劳动, 关怀员工, 尊重员工的合理诉求, 帮助员工解决实际问题, 与员工共同分享创造的成果	强调人力资本价值
承诺型人力资源管理实践	关注员工的利益与长期发展, 通过提供安全保障、提高工作自主性、工作丰富化等一系列人力资源管理措施组合, 提升员工组织承诺, 促进员工工作投入与合作创新	加强员工对组织的承诺
支持性人力资源管理实践	主动向员工提供情感性支持(如给予关心、尊重、倾听与使其觉得被需要等)和工具性支持(如信息、资源、工具、设备及培训), 以强化员工与组织的联结	提升员工的组织支持感
发展型人力资源管理实践	将员工发展纳入人力资源管理的核心范畴, 为员工提供可持续学习的平台、机会与资源, 营造不断激发员工工作动力与创新的工作环境, 促进员工与企业人才价值链的协同发展	实现员工与组织的协同发展
高参与人力资源管理实践	由一系列基于员工承诺和参与的紧密关联的实践活动组成, 包括充分授权、能力发展、信息共享、赞赏认同和回报公平, 激励和引导员工进行合作、拓展和主动学习, 提升员工的协同意愿和多样任务技能	强调员工的参与
员工导向人力资源管理实践	以构建和谐的员工关系为目标, 通过实行工作场所民主和权利共享, 解决员工的个人和家庭需求, 提升员工对组织的归属感, 使企业和员工形成共同发展的有机整体	满足员工的个人和家庭的需求
幸福导向人力资源管理实践	通过在员工身上投资、提供参与式工作、积极的关系和物理环境、建言机制、组织支持等实践活动激发员工的幸福感	提升员工的幸福感
家长式人力资源管理实践	以建立良好、和谐的家庭氛围为目的, 强调开放的社会交换, 承认员工的权利, 并且考虑他们的感受, 而员工则给予合作并且承诺全身心为组织付出	建立良好的家庭氛围