管理评论

›› 2019, Vol. 31 ›› Issue (3): 143-153.

• 组织行为与人力资源管理 • 上一篇    下一篇

工作重塑对工作意义的影响：团队任务绩效、领导-成员交换关系差异化的作用

尹奎1, 张凯丽2, 李秀凤3   

  1. 1. 北京科技大学东凌经济管理学院, 北京 100083;
    2. 华东理工大学商学院, 上海 200237;
    3. 山东师范大学商学院, 济南 250014
  • 收稿日期:2016-09-12 出版日期:2019-03-28 发布日期:2019-03-27
  • 通讯作者: 李秀凤,山东师范大学商学院副教授,博士。
  • 作者简介:尹奎,北京科技大学东凌经济管理学院讲师,博士;张凯丽,华东理工大学商学院讲师,博士。
  • 基金资助:

    中国博士后科学基金项目（2017M620017）；山东省社会科学规划研究项目（16CGLJ29）；国家自然科学基金青年科学基金项目（71802019）。

The Impact of Job Crafting on Work Meaningfulness: The Moderating Roles of Team Task Performance and Leader-Member Exchange Differentiation (LMXD)

Yin Kui1, Zhang Kaili2, Li Xiufeng3   

  1. 1. Donlinks School of Economics and Management, University of Science & Technology Beijing, Beijing 100083;
    2. School of Business, East China University of Science and Technology, Shanghai 200237;
    3. Business School, Shandong Normal University, Jinan 250014
  • Received:2016-09-12 Online:2019-03-28 Published:2019-03-27

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摘要：

在充满不确定性与日趋动态的工作环境中，员工主动性行为的重要性日益凸显。作为员工主动性行为之一的工作重塑成为组织行为学领域一个新的研究热点。已有研究大都关注工作重塑对工作投入、幸福感的影响，忽略了工作重塑概念提出的初衷——提高工作意义。基于人-岗匹配理论，分析工作重塑不同维度对工作意义的影响，并从团队情境视角探讨工作重塑发生作用的边界条件。通过对51个团队300名员工进行问卷调查，基于多层线性模型的实证分析发现：员工的任务重塑对工作意义产生显著正向影响，团队任务绩效在任务重塑与工作意义关系中具有正向调节作用，即高任务绩效的团队中，任务重塑对工作意义的影响更强；员工的关系重塑对工作意义具有显著正向影响，领导-成员交换关系差异化在关系重塑与工作意义关系中具有正向调节作用，即高领导-成员交换关系差异化的团队中，关系重塑对工作意义的作用更大。

关键词: 工作重塑, 工作意义, 团队任务绩效, 领导-成员交换关系差异化, 跨层次

Abstract:

In an uncertain and increasingly dynamic environment, employees' initiative behavior plays a more and more important role. Job crafting, as one of initiative behaviors, becomes a research hotspot in the field of organizational behavior. Job crafting has three key outcomes:work meaningfulness, work identity and well-being. Despite a growing steam of academic studies exploring positive outcomes of job crafting, little is known empirically about the effect job crafting makes on work meaningfulness. On one hand, using the person-job fit theory, we propose that task crafting and relationship crafting have a positive effect on work meaningfulness. On the other hand, team context may moderate the relationship between job crafting and work meaningfulness, especially team task performance and leader-member exchange differentiation. Using multilevel data from multiple sources, we collect data from 300 employees and 51workgroups across a variety of sectors in China. Hierarchical linear models results indicate that task crafting significantly influences work meaningfulness, and the effect is stronger under condition of high team task performance; relationship crafting has a positive effect on work meaningfulness, and this relationship is moderated by leader-member exchange differentiation (LMXD) after controlling team level of leader-member exchange. Employees who make relationship crafting in team of high LMXD perceive higher work meaningfulness than low LMXD.

Key words: job crafting, work meaningfulness, team task performance, leader-member exchange differentiation, multi-level