如何提升多代际员工工作幸福感？年龄包容型人力资源实践与包容型领导的联合作用

摘要/Abstract

摘要： 我国目前劳动力年龄多样性的趋势显著增强，激励全年龄组员工“齐头并进”已从部分组织的“可选项”转变成更多组织的“必选项”，并将是组织未来成功的关键。基于意义建构理论，本研究探讨了年龄包容型人力资源实践和包容型领导对员工工作幸福感的联合作用，关注内部人身份认知的中介作用，并引入年龄多样化信念作为调节变量。本研究通过多项式回归结合响应面分析，对两阶段员工匹配数据（N=499）进行假设验证，结果表明：包容型领导和年龄包容型人力资源实践越一致，员工内部人身份认知越高，其中包容型领导-年龄包容型人力资源实践组合的一致性通过员工内部人身份认知的间接影响提升员工工作幸福感，员工年龄多样化信念正向调节包容型领导-年龄包容型人力资源实践组合对员工内部人身份认知的影响。补充采用情景实验法（N=222），进一步证明了包容型领导和年龄包容型人力资源实践对员工内部人身份认知和工作幸福感的联合作用，两者正向交互预测内部人身份认知和工作幸福感。研究结论对劳动力多样化背景下企业多代际同步激励具有一定指导意义。

关键词: 年龄包容型人力资源实践, 包容型领导, 内部人身份认知, 工作幸福感, 年龄多样化信念

Abstract: The trend of age diversity in China’s labor force has become significantly more pronounced. Motivating employees across all age groups to “keep pace with each other” was an “optional choice” for some employers, but now has become a “mandatory requirement” for more employers, and will be key to organizational success in the future. Based on the theory of sensemaking, this study explores the joint effects of age-inclusive human resource practices and inclusive leadership on employees’ work well-being, focusing on the mediating role of perceived insider status and introducing age diversity beliefs as a moderating variable. Study 1, using polynomial regression combined with response surface analysis to test hypotheses on two-stage employee-matched data (N=499), shows that the more aligned inclusive leadership and age-inclusive human resource practices are, the stronger perception employees have on their insider status. the consistency of the inclusive leadership age-inclusive human resource practices combination promotes work well-being through the indirect effect of employees’ perceived insider status. Employees’ age diversity beliefs moderate the influence of the inclusive leadership and age-inclusive human resource practices combination on employees’ perceived insider status. Study 2, employing a scenario-based experiment (N=222), further demonstrates the joint effect of inclusive leadership and age-inclusive human resource practices on employees’ perceived insider status and work well-being, with both positively interacting to predict perceived insider status and work well-being. The findings provide guidance for multi-generational motivation in the context of workforce diversity.

Key words: age-inclusive human resource practices, inclusive leadership, perceived insider status, work well-being, age diversity belief

王东阳, 李莉, 郭家琛. 如何提升多代际员工工作幸福感？年龄包容型人力资源实践与包容型领导的联合作用[J]. 管理评论, 2026, 38(7): 179-190.

Wang Dongyang, Li Li, Guo Jiachen. How to Enhance the Work Well-being of Multi-generational Employees? The Joint Role of Age-inclusive Human Resource Practices and Inclusive Leadership[J]. Management Review, 2026, 38(7): 179-190.

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