齐蕾,刘冰,宋延政,等.服务导向高绩效工作系统对员工服务创新的影响[J].管理科学,2019,32(3):16-27
服务导向高绩效工作系统对员工服务创新的影响
The Effect of Service-Oriented High-Performance Work System on Service Employee Innovative Behavior
投稿时间:2018-10-30  修订日期:2019-03-15
DOI:10.3969/j.issn.1672-0334.2019.03.002
中文关键词:  服务导向高绩效工作系统  员工服务创新  组织支持感  对待服务变革的态度  服务行业
英文关键词:service-oriented high-performance work system  employee service innovative  perceived organizational support  attitude toward service change  service industry
基金项目:教育部人文社会科学一般项目(19YJA630045);山东省社会科学规划项目(17CLYJ26);山东大学人文社会科学重大研究项目(17RWZD21)
作者单位E-mail
齐蕾 山东财经大学 工商管理学院济南 250014 leilasdu@163.com 
刘冰 山东大学 管理学院济南 250100 liubingsdu@163.com 
宋延政 山东大学 管理学院济南 250100 sdusyz@qq.com 
李钰菡 山东大学 管理学院济南 250100 1304442695@qq.com 
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中文摘要:
        随着顾客越来越追求个性化服务,提供非标准化的、适合的和创造性的服务是企业与顾客建立长期联系的关键因素。寻求服务创新正逐渐成为服务行业的发展趋势,如何通过服务创新满足中国消费者日益多元化和个性化的消费需求,不仅是理论界在不断探索的“秘密”,也是中国服务企业亟待解决的重要问题。
        基于组织支持理论,探讨服务导向高绩效工作系统对员工服务创新的影响机制,引入组织支持感作为中介变量,考察总经理对待服务变革的态度对服务员工的组织支持感与服务创新之间关系的调节作用。以来自54家四星级及以上酒店1 021名一线服务员工的数据为样本,采用Mplus 7.4对数据进行实证分析。
        研究结果表明,服务导向高绩效工作系统对服务员工的组织支持感有显著正向影响,服务员工的组织支持感对服务创新有显著的正向影响,服务导向高绩效工作系统通过影响组织支持感进而促进员工服务创新。总经理对待服务变革的态度能够调节服务员工的组织支持感与服务创新之间的关系,即当总经理对待服务变革的态度表现得较为积极时,服务员工的组织支持感与服务创新之间的正向关系增强;当总经理对待服务变革的态度表现得较为消极时,服务员工的组织支持感与服务创新之间的正向关系减弱。
        研究结果不仅深化了对服务导向高绩效工作系统和服务创新相关研究的理解,而且丰富了对服务导向高绩效工作系统与员工服务创新之间的作用机制研究,扩展了服务导向高绩效工作系统对员工服务创新作用的边界条件研究,为服务业管理者推行服务导向高绩效工作系统以激励员工进行服务创新提供了理论指导和实践启示。
英文摘要:
        As customers increasingly pursue personalized services, providing non-standardized, appropriate and creative services is a key factor for enterprises to establish long-term relationships with customers. Seeking service innovation is gradually becoming the trend of the service industry. How to satisfy the increasingly diversified and personalized consumption demand of our residents through service innovation is not only constantly explored by the theoretical scholars, but also concerned by Chinese service organizations.
        Based on organizational support theory, the current study adopted perceived organizational support as a mediator to examine the relationship between service-oriented high-performance work system and service employee innovative behavior, as well as the moderating effect of CEO′s attitude toward service change on the relationship between service employee perceived organizational support and service innovative. A sample with 1 021 service employees from 54 star-hotels was used. Mplus 7.4 was conducted to analysis the data.
        The results showed that service-oriented high-performance work system has a significant positive effect on employee perceived organizational support, service employee perceived organizational support was positively related with employee innovative behavior; and service-oriented high-performance work system had significant effect on service innovative through service employee perceived organizational support. CEO′s attitude toward service change moderated the relationship between service employee perceived organizational support and employee service innovative. When CEO showed positive attitude toward service change in organization, the positive relationship between service employee perceived organizational support and service innovative would be much stronger. When CEO showed negative attitude toward service change in organization, the positive relationship between service employee perceived organizational support and service innovative would be much weaker.
        This research not only deepens the understanding of service innovative and service-oriented high performance work system, but also enriches the exploration of mechanism and boundary between service-oriented high-performance work system and employee service innovative. Meanwhile, the research also provides useful theoretical guidance and practical implications for service enterprises to stimulate service employee innovative behavior by applying service-oriented high performance work systems.
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