基于"命运共同体"视角的和谐员工关系构建研究

和谐员工关系不仅是企业发展的内在动力,也是社会和谐的重要基础.本文探索了构建和谐员工关系的意义,构建了基于命运共同体视角的和谐劳动关系管理钻石结构,揭示了和谐员工关系带来的启示.     

改制过程中国有旅游企业员工心理契约研究

旅游企业改制是近年来我国旅游市场改革的重点,而员工是旅游企业改制过程中的主体,关注他们的心理状态是改制过程中不可忽略的工作.分析改制前后旅游企业员工的心理变化,从心理契约角度探讨了加强国有旅游企业改制过程中的员工心态管理对策.     

酒店员工柔性流动研究

本文从分析酒店员工流失原因入手,探讨了酒店员工流失对酒店的影响,同时对于酒店在管理过程中,针对员工的不同分类,提出了预防和控制员工流失的相关策略.     

试论如何理顺企业与员工的关系

分析了企业与员工矛盾关系的4种主要表现形式，探讨了理顺4种关系的6种方式方法，从而为企业人力资源管理提供一些借鉴。     

重视员工关系管理提升员工满意度

现代企业要重视的不仅是客户关系管理，还有内部客户（即员工）的关系管理，科学的员工关系管理能有效提升员工满意度和企业盈利能力，是企业生存和发展的法宝。     

民企技术型员工心理契约违背的原因及其对策分析

随着民企竞争的加剧,民企技术型员工的流失问题愈加突出,"能否留住人才"已经成为制约企业发展的关键因素.在"留住人才"的作用方面,心理契约的作用日益凸显,鉴于此,本文以浙江中小型企业技术型员工为研究对象,根据较低学历水平技术型员工的特点对心理契约违背的形成原因及其对策做进一步的分析与探讨.     

冶金矿产企业新员工激励机制探讨——以心理契约为视角

基于心理契约视角,针对大学生群体,探讨冶金矿产企业新员工的激励问题。通过对心理契约理论、新员工的特点和冶金矿产企业的激励现状分析,把冶金矿产企业新员工分为刚入职和熟悉业务流程后2个阶段人群,并结合每个阶段新员工的心理契约状况,采取分阶段有针对性地进行激励,对刚入职新员工要加强职业教育、文化关怀,在新员工熟悉业务流程后要更加注重其职业规划,并加强情感激励和目标激励等,为冶金矿产企业新员工激励机制的制定提供参考。     

企业、员工共建企业的"心理契约"

从人力资源及建设企业文化的角度谈谈建立企业的“心理契约”的必要性和重要性,以及如何建立企业的“心理契约”(以科学的职业生涯管理为前提;建设以人的能力为本的企业文化)。通过建立“心理契约”,提高企业的核心竞争力。     

基于心理契约视角的"80后"知识型员工流失研究

心理契约是员工和组织之间的一种隐含的、未公开说明的对相互义务和责任的理解和期望.以心理契约理论为基础,结合80后知识型员工的群体特性,分析80后知识型员工流失的原因,并在此基础上构建了减少80后知识型员工流失的动态模型,以期对管理者如何减少80后知识型员工流失提出建议.     

怎样构建企业和谐劳动关系

文章由<中国和世界隔着一条下水道>引出企业和谐劳动关系的构建,作者从加强沟通是构建和谐劳动关系的金钥匙、赋予员工充分的自主权是构建和谐劳动关系的动力、制度机制建设是构建和谐劳动关系的保障;企业履行社会责任是构建和谐劳动关系的关键;劳动者自身素质的提高是构建和谐劳动关系的基础等五个方面论述了怎样构建企业和谐劳动关系.     

Employee attitudes and employee performance.

An examination is made of the empirical literature bearing upon the relationships between employee attitudes and employee performance. A discussion of methodological questions includes considerations of sampling, of criterion measures, and of general problems of analysis and design. Theoretical considerations include the employee's outside environment, and both union and company structures. Two conclusions are inferred from the literature reviewed: 1. Job satisfaction does not imply strong motivation for outstanding performance; and 2. "… productivity may be only peripherally related to many of the goals toward which the industrial worker is striving." 62 references. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The Relationship Between Employee Job Change and Job Satisfaction: The Honeymoon-Hangover Effect.

Recent research suggests that the turnover process is not fully captured by the traditional sequential model relating job dissatisfaction to subsequent turnover. The present study contributes to this research by modeling within-individual job satisfaction as a function of job change patterns to determine if individual work attitudes change systematically with the temporal turnover process. Specifically, the authors hypothesized that low satisfaction would precede a voluntary job change, with an increase in job satisfaction immediately following a job change (the honeymoon effect), followed by a decline in job satisfaction (the hangover effect). Though this pattern is suggested in the literature, no prior research has integrated and tested this complete temporal model within individuals. Findings based on a sample of managers supported the proposed honeymoon-hangover effect. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The Relationship Between Work Characteristics and Employee Health and Well-Being: How Much Complexity Do We Really Need?

In comparison with R. A. Karasek and T. Theorell's (1990) well-known demand-control-support (DCS) model, recent models of the effects of work characteristics on employee health and well-being are complex in regard to the number of characteristics included, the specificity of the relationships, and the situational specificity assumed. Data from 37,291 Dutch employees were used to examine to what extent these 3 approaches are valid. Several increasingly complex models of the relations among 7 work characteristics were compared and cross validated in 4 branches of industry. Further, these work characteristics were related to 3 outcome variables. A general model--tentatively labeled the demand-skill-support model--provided the best approximation of the relationships among work characteristics, health, and well-being. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Relationship separation for young, at-risk couples: Prediction from dyadic aggression.

Dyadic physical aggression in the relationships of 158 young, at-risk couples was examined as a predictor of relationship separation over the course of 6 years. A high prevalence of physical aggression and a high rate of separation were found, with 80% of couples engaging in physical aggression (as reported by either partner or as observed) and 62% separating over time. As predicted, physical aggression significantly increased the likelihood of relationship dissolution, even after accounting for psychological aggression, prior relationship satisfaction, and relationship contextual factors (length of relationship, relationship type, and children in the household). Of the contextual factors, relationship type was predictive of relationship dissolution: Married couples were least likely to dissolve their relationships compared with cohabiting and dating couples. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Employee attitudes toward technological change in a medium sized insurance company.

How do office workers react to office automation? "Questionnaires about technological change and the installation of a new electronic computer were administered to all of the employees of a medium sized insurance company." The validity of the questionnaires was not discussed. "Most of the employees welcomed changes in their work… . They believe that machines are replacing workers in office situations but do not feel that they themselves will be replaced. They do not perceive that the introduction of the new technologies has had much effect on the amount of pay they get, their chances for promotion, or the amount of supervision they receive. But they do believe that the new technologies have changed the amount of work that they do and the degree to which there is variety in their work." (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

It's not me, it's you: A multilevel examination of variables that impact employee coaching relationships.

Employee coaching, which we consider to be a critical part of the performance management process, is coaching done by a manager or supervisor with his or her direct reports. The current article builds on recent research on the importance of the employee coaching relationship by investigating individual difference and contextual variables that contribute to the quality of employee coaching relationships. The study uses a multilevel modeling approach to test the effects of such variables as supervisor leadership style, emotional intelligence, empathy, implicit person theory, trust, and feedback environment on employees' perceptions of the coaching relationships they share with their supervisors. Overall, supervisors' individual consideration, empathy, trust, and the feedback environment all accounted for significant variance in employees' evaluations of coaching relationships. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

"Conscientiousness and reactions to psychological contract breach: A longitudinal field study": Correction to Orvis, Dudley, & Cortina (2008).

Reports an error in "Conscientiousness and reactions to psychological contract breach: A longitudinal field study" by Karin A. Orvis, Nicole M. Dudley and Jose M. Cortina (Journal of Applied Psychology, 2008[Sep], Vol 93[5], 1183-1193). Six correlations in Table 1 on page 1187 are incorrectly reported. A corrected table is presented in the erratum, with corrected values in bold. (The following abstract of the original article appeared in record 2008-12803-015.) The authors examined the role of employee conscientiousness as a moderator of the relationships between psychological contract breach and employee behavioral and attitudinal reactions to the breach. They collected data from 106 newly hired employees within the 1st month of employment (Time 1), 3 months later (Time 2), and 8 months after Time 1 (Time 3) to observe the progression through contract development, breach, and reaction. Results suggest that conscientiousness is a significant moderator for 4 of the 5 contract breach-employee reaction relationships examined (turnover intentions, organizational loyalty, job satisfaction, and 1 of 2 facets of job performance). Specifically, employees who were lower in conscientiousness had more negative reactions to perceived breach with respect to turnover intentions, organizational loyalty, and job satisfaction. In contrast, employees who were higher in conscientiousness reduced their job performance to a greater degree in response to contract breach. Future research directions are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Conscientiousness and reactions to psychological contract breach: A longitudinal field study.

[Correction Notice: An erratum for this article was reported in Vol 95(5) of Journal of Applied Psychology (see record 2010-18410-006). Six correlations in Table 1 on page 1187 are incorrectly reported. A corrected table is presented in the erratum, with corrected values in bold.] The authors examined the role of employee conscientiousness as a moderator of the relationships between psychological contract breach and employee behavioral and attitudinal reactions to the breach. They collected data from 106 newly hired employees within the 1st month of employment (Time 1), 3 months later (Time 2), and 8 months after Time 1 (Time 3) to observe the progression through contract development, breach, and reaction. Results suggest that conscientiousness is a significant moderator for 4 of the 5 contract breach-employee reaction relationships examined (turnover intentions, organizational loyalty, job satisfaction, and 1 of 2 facets of job performance). Specifically, employees who were lower in conscientiousness had more negative reactions to perceived breach with respect to turnover intentions, organizational loyalty, and job satisfaction. In contrast, employees who were higher in conscientiousness reduced their job performance to a greater degree in response to contract breach. Future research directions are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Trust in management as a buffer of the relationships between overload and strain.

This study examined the role of trust in management as a moderating factor in work overload's impact on personal strain (i.e., burnout, psychological strain, and work's interference with family). Participants were 94 employees of an accounting firm responding to a survey. The results were supportive of all study propositions. Both work overload and trust in management had the expected negative and positive main effects on the outcomes variables, respectively. The impact of work overload on the outcome variables was moderated by employees' trust in management. The significance of these results and areas of future research are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)