论文部分内容阅读
组织伦理是社会伦理道德规范在商业情境下的微观体现,一直是管理学界关注的热点议题。然而,组织伦理是什么,在员工绩效提升中发挥着怎样的价值,现有研究并未阐释清晰。本文选取具有典型伦理文化的浙江ZX工业有限公司为案例企业,采用建构主义扎根理论方法,对中国本土组织伦理系统及其对员工绩效的影响机制进行了探讨和分析。结果表明:(1)中国本土企业的组织伦理系统是一个兼顾内、外部因素,包括情感导向和工具导向的四维整合概念,即注重员工关怀、强调伦理问责、鼓励价值创造和承担社会责任四个方面。(2)组织伦理实践通过“个体内在驱动”和“社会网络影响”双重路径激发人心效力,提高员工绩效。在“个体内在驱动”路径下,“注重员工关怀”实践能有效激发员工的情感承诺,“鼓励价值创造”实践促使员工形成规范承诺,最终作用于员工绩效,这一机制体现了对员工内在动机的激活;在“社会网络影响”机制下,“强调伦理问责”和“承担社会责任”敦促员工行为符合组织规范和社会期望,从而表现出惩罚规避行为和社会赞许行为,最终影响员工绩效,这一机制体现了对员工外部动机的激活。
Organizational ethics is a microcosmic manifestation of social ethics in the business context and has always been a hot topic of concern to management scholars. However, what is the organizational ethics and what value it is playing in employee performance improvement, and the existing research does not explain clearly. In this paper, Zhejiang ZX Industry Co., Ltd., a typical ethical culture, is selected as a case study. The constructive grounded theory is used to explore and analyze the influence mechanism of the local organizational ethics and its impact on employee performance in China. The results show that: (1) Organizational ethics system of Chinese local enterprises is a four-dimensional integration concept that takes both internal and external factors into consideration, including emotional orientation and tool orientation. It focuses on employee care, emphasizes ethical accountability, encourages value creation and assumes social responsibility Aspects. (2) Organizational ethics practice inspires people’s effectiveness and enhances employee performance through the dual approaches of “individual internal drive ” and “social network influence ”. Under the path of “internal drive of individual ”, “Emphasis on employee care ” practice can effectively stimulate employee’s emotional commitment “Encourage value creation ” practice to promote staff to form normative commitment and ultimately to employee performance, this mechanism Under the “social network influence ” mechanism, “emphasize ethical accountability ” and “assume social responsibility ” urge the employee behavior in line with organizational norms and social expectations, thus showing the penalty Circumvention and social approval ultimately affect employee performance, a mechanism that reflects the activation of employees’ external motivation.