国有和私营体制下员工离职倾向的对比实证研究

华中科技大学硕士学位论文国有和私营体制下员工离职倾向的对比实证研究姓名：李震申请学位级别：硕士专业：管理科学与工程指导教师：廖建桥20040401IERG;IIAbstractEmployeeturnoverhasbeengivenalotofattentionintheareaofHumanResourceManagement.Manyinvestigationshadprovedthatthehighrateofemployeeturnovercausessomeproblemsinenterprise’sperformance,thestoreofhumancapitalandcustomersatisfaction,andsoon.Thepaperstudieswhatinfluencestheemployeeturnoverintentionunderthetwodifferentownershipsystemsstate-ownedenterprisesandprivateenterprises,andconcludessomemanagementsuggestions.Jobsatisfactionandorganizationalcommitmenthasbeenprovedthetwokeyfactorsthatinfluenceemployeeturnoverintention.ThefivefacetsoftheJobsatisfactionareworkonpresentjob,presentpay,opportunitiesforpromotion,supervision,andcoworkers.AndOrganizationalcommitmentcanbedividedintothreeaspects:affectivecommitment,continuouscommitmentandnormativecommitment.ThroughtheanalysistherelationbetweenJobsatisfaction,organizationalcommitment,perceivedalternativeworkopportunitiesandturnoverintention,weconcludethedifferentmodeofturnoverintentionunderstate-ownedenterprisesandprivateenterprises.Theneedofrelatednessisthemostimportantfactorthatinfluencesemployeeturnoverintentioninbothstate-ownedenterprisesandprivateenterprises.Exceptthat,theneedofexistencealsoaffectsittosomeextentinstate-ownedenterprises;theneedofgrowthaffectsitinsomedegreeinprivateenterprises.AccordingtotheNeedHierarchyTheoryandERGTheory,weconcludesomesuggestions.Forthemanagersinstate-ownedenterprises,themostusefulwaytodecreasetheemployeeturnoverintentionistosatisfytheneedofrelatedness.Exceptthat,managersshouldalsourgeemployee’sneedofgrowthandimprovetheenterprises’performancethroughtheincreaseofemployee’sability.Forthemanagersinprivateenterprises,themostusefulwayistosatisfytheneedofrelatednessandgrowth,establishingthelong-termrelationshipandcommitmentbetweenenterprisesandemployee,offeringgreateropportunitiesofpromotionandincreasingability,involvingthemintothemanagementdecisions.KeyWords:TurnoverIntentionJobSatisfactionOrganizationalCommitmentHumanResourceManagement111.12020038[1]1-159.8%35.1%52.4%41.1%34.3%27.4%200210301136151246.53543.79.82/370.1%57.1%[2](Hewitt)245.1%8.3%10%14.3%43%5%4.5%[3]1-110459.8%6135.1%7552.4%4934.3%3941.4%2627.4%7140.8%4827.6%8055.9%5941.3%5355.8%3233.7%/8448.3%5129.3%4531.5%2618.2%2829.5%1717.9%4928.2%2313.2%4732.9%2718.9%2930.5%1818.9%2715.5%158.6%2718.9%139.1%2324.2%1111.6%1810.3%3222.4%2021.1%2011.5%169.2%139.1%74.9%1717.9%1313.7%2715.5%147.9%3927.3%2517.5%2829.5%1515.8%174229.9%174131.0%143250.3%143144.1%95249.5%95138.9%200382003847850052.5%48.0%“”32.2%“”28.3%“”25.0%“”“”“”“”[2]20036310003662.8%27.2%19.2%11.3%5.0%[4]1.2“”“”(1)(2),(3)(4)4“”1-2[1]30.5%42.0%30.8%32.9%27.4%25.3%1-25330.5%4430.8%2627.4%14229.7%//7342.0%4732.9%2425.3%17737.0%15%5[5]6%-7%3030[6]17%20%32%49%[7]WTO1061.3(1)(2)(3)(4)722050(1)(2)(3)1.1(1)(2)(3)(4)81.2-1.52.1Rice19501990Price1997Dalton,TodorKrackhardt19821987MarchSimon1958LeeMitchell(1994)9RoderickD.Iverson2-1RoderickMobley1977Newman1974(e.g.,Bannister&Griffeth,1986;Hom,Griffeth,&Sellaro,1984;Williams&Hazer,1986)(1)ThinkingofquittingTQ(2)IntentiontosearchIS---+--+---+-+++-+--+2-1RoderickD.Iverson+-10(3)Intentiontoquit,IQ2-22-2Hom&Griffeth(1991)Hometal.(1984)(Curran&Miller,1990;Parker,1993)Lee,Mitchell,Wise,&Fireman,(1996)45%.(Sager1991;Sager,Varadarajan,&Futrell,1988)(1)MobleyBannister&Griffeth,1986;Horner&Hollingsorth1978TQISIQTO(2)UpperArnold&Feldman1982TQIQTOIS(3)Lower(Griffeth&Hom1993)TQIQTOIS(4)Mobley(Hom,Griffeth&Sellaro1984)TQIQISTO11(5)JeffreyK.SagerRodgerW.GriffethPeterW.Hom1998TQIQTOISTQIQTOIS2-2TQISIQTO2.2(Mobley,1977)()(Tett&Meyer,1993;Carsten&Spector,1987;Steel&Ovalle,1984)1234121977MobleyFishbeinandAjzen1975;Hulin,Roznowski,&Hachiya,1985;Mobley,1977;Mobley,Griffeth,Hand,&Meglino,1979;PorterandLawler,1968;Price&Mueller,1981,1986;Rusbult&Farrell,1983;Sheridan&Abelson1983;Steers&Mowday,1981(Steel&Ovalle,1984;Mobleyetal.,1979)(Ajzen,1991;Ajzen&Fishbein,1980;Bagozzi&Warshaw,1990;Sheppard,Hartwick,&Warshaw,1988)(e.g.,Mobley,1977)Muchinshy&Morrow(1980)(1)(Portersetal.,1974;Steers,1977;Stevens,Beyer,&Trice,1978;Rusbult&Farrell,1983)2-32-31(2)(Bateman&Strasser,1984)2-42-4213(3)Farkas&Tetrick,1989;Mathieu,1991Mobley(1978)Michaels&Spector(1982)Johnston&Futrell(1989)Mobley2.3(Jobsatisfaction)Hoppock(1935)Smith,Kendall&Hulin(1969)Vroom(1964)Vroom(1964):14[8][9]2-5()15Vroom(1962)Smith(1969)Alderfer(1972)ERGHackman&Oldham(1976)Weissetal.(1967)Minnesota(MSQ)(intrinsicsatisfaction)(extrinsicsatisfaction)(reinforcers)Smith,Kendall,&Hulin(1969)(JobDescriptiveIndex,JDI)Scaupello&Campbell(1983)MSQJDIBrayfield&Rothe(1951)(JobSatisfactionIndex,JSI)MSQMichigan(MichiganOrganizationAssessmentQuestionnaire,MOAQ)(Cammannetal.,1979)JSIMOAQ2.4MowdaySterrs&Porter(1979)16OrganizationalCommitmentQuestionnaire,OCQO’Reilly&Chatman1986Meryer&Allen(1991)(affectivecommitment)(continuancecommitment)(normativecommitment)(MeyerAllen,1991)(Porteretal.,1974,p.604)Mowdayetal.(1982)(belief)(acceptance)(willingness)(desire)(sidebets)()(Becker,1960)(valuecongrue