), 王蕊2, 高中华1 1. 首都经济贸易大学工商管理学院, 北京 100070
2. 唐山师范学院经济管理系, 唐山 063020
收稿日期:2018-01-12出版日期:2018-12-15发布日期:2018-10-30通讯作者:褚福磊E-mail:chufulei@cueb.edu.cn基金资助:*国家自然科学基金项目(71702115);国家自然科学基金项目(71572119);北京市优秀人才青年拔尖团队项目(2017000026833TD01);北京市委组织部优秀人才项目资助(2017000020124G138)The dynamic evolution and influence mechanism of newcomers’ overqualification: Organizational socialization perspective
CHU Fulei1(), WANG Rui2, GAO Zhonghua1 1. College of Business Administration, Capital University of Economics and Business, Beijing 100070, China
2. Department of Economic Management, Tangshan Normal University, Tangshan 063020, China
Received:2018-01-12Online:2018-12-15Published:2018-10-30Contact:CHU Fulei E-mail:chufulei@cueb.edu.cn摘要/Abstract
摘要： 新员工资质过剩, 即所谓的“怀才不遇”、“大材小用”现象越来越普遍。新员工资质过剩容易产生低满意度、反生产工作行为和退缩行为。然而, 资质过剩是一把“双刃剑”, 采用何种视角并怎样利用资质过剩新员工的冗余资质为组织服务, 成为管理的关键。因此, 本研究在组织社会化视角下探讨新员工资质过剩的动态变化及其对积极组织行为的作用机制。首先, 通过质性方法对本土资质过剩进行内涵界定, 依照严谨的心理测量方法进行量表开发与信效度检验; 其次, 构建资质过剩动态变化模型, 利用多项式回归和响应面分析组织社会化过程中新员工资质过剩感如何随着其对领导和同事资质过剩的感知而不断变化; 再次, 建立作用机制模型, 系统地剖析在新员工与领导和同事的互动过程中, 新员工资质过剩如何对组织公民行为和主动性行为产生影响。
图/表 3
图1组织社会化视角下新员工资质过剩的动态变化注：T1、T2、T3代表时间间隔, 参照以往研究, 分别在新员工入职的第3、第6、第9个月进行
图1组织社会化视角下新员工资质过剩的动态变化注：T1、T2、T3代表时间间隔, 参照以往研究, 分别在新员工入职的第3、第6、第9个月进行
图2组织社会化视角下新员工资质过剩的作用机制框架注：LMX、TMX分别代表领导-成员交换关系、团队-成员交换关系; OCB-O、OCB-I分别代表指向组织的组织公民行为、指向个体的组织公民行为。
图2组织社会化视角下新员工资质过剩的作用机制框架注：LMX、TMX分别代表领导-成员交换关系、团队-成员交换关系; OCB-O、OCB-I分别代表指向组织的组织公民行为、指向个体的组织公民行为。
图3基于组织社会化的新员工资质过剩动态变化与作用机理理论构建
图3基于组织社会化的新员工资质过剩动态变化与作用机理理论构建参考文献 69
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