差错管理氛围对团队绩效的影响分析,人力资源管理硕士论文.docx

差错管理氛围对团队绩效的影响分析,人力资源管理硕士论文随着科技和时代的进步，企业的内外部环境动态变换，无时无刻不面临着新的机遇和挑战，个人独唱主义已经举步维艰，企业若是想要在这剧烈的竞争中获得优势，必须将群体的智慧凝聚在一起，而团队的出现正适应这一发展趋势。团队当前是一种非常流行且实用的运作单位，其柔性和整合能力为企业带来活力，成为企业蓬勃发展的有效手段。但是复杂的外部环境导致企业发展的道路不会一帆风顺，并且团队的成员也非圣贤，不能保证团队的每一步都是正确无误的，所以错误过失的出如今所难免，那么团队整体对待错误过失的方式会在团队构成一种气氛，即错误过失管理气氛，这会促进成员之间共享错误过失，对错误过失及时地沟通，改善处理错误过失的方式。错误过失的出现不可避免使得这种对待错误过失方式的共同感悟更有实践意义，落实到团队的行为结果上即错误过失管理气氛对团队绩效的研究则更有必要进行。 当前关于错误过失管理气氛与团队绩效的研究还不充分，因而错误过失管理气氛与团队绩效关系的作用机制和边界条件研究还有待探寻求索。本文根据社会认知理论，试图进行基于团队集体效能感的中介作用下错误过失管理气氛对团队绩效之间的影响机制研究和谦虚型领导调节作用下错误过失管理气氛对团队集体效能感的影响机制研究。错误过失管理气氛会积极鼓励团队成员从错误过失中学习和进步，提升团队成员们的能力和技术，在没有批评和咒骂的环境下，其内心得到鼓励，实现自我进步的同时也会对其所在的团队有更多的认可，相信团队会有更好的发展空间和更强的能力去面对新的任务和挑战，即团队集体效能感的提升。团队集体效能感的增加会正向促进团队成员们的行为，使其愈加积极的投入工作，为团队创造新的绩效。 团队领导作为团队的领袖人物，其类型引导着团队的走向，谦虚型领导作为一种现代的领导风格，帮助团队成员更好地沟通和学习，指导他们以积极的方式对待错误过失，增加对团队的自信心，这在一定程度上会促进错误过失管理气氛对团队绩效经过影响机制。 本文通过对错误过失管理气氛、团队集体效能感、谦虚型领导和团队绩效等相关文献研究的基础上，构建了理论模型，提出相应研究假设，采用问卷调查的方式，首先对本地企业进行调研和访谈，然后发放问卷。共调查了 92 个团队，447 份问卷，之后运用 SPSS190 和 AMOS210 软件对样本数据进行统计和整理，得到本文的研究结果：1错误过失管理气氛对团队绩效有正向预测作用；2团队集体效能感会促进团队绩效；3团队集体效能感部分中介了错误过失管理气氛对团队绩效的正向预测作用；4谦虚型领导正向调节错误过失管理气氛和团队集体效能感之间的关系，谦虚型领导会放下自个身份，与团队成员共同进步，错误过失出现后帮助团队成员采用愈加积极的方式对待，促使团队成员间能够更好地沟通和学习，增加对团队认同，提升团队绩效。 本研究的意义在于丰富了错误过失管理气氛团队层面的相关研究，应用社会认知理论，对团队绩效影响的经过机制进一步拓展。这对企业的团队管理和建设，以及团队将来的发展方向提供了一定的借鉴和参考意义。 本文关键词语：错误过失管理气氛，团队集体效能感，谦虚型领导，团队绩效 ABSTRACT the internal and external environment of enterprise dynamic transformation, notevery hour and moment is facing new opportunities and challenges, solo nationalismhas been difficult, if they want to get the advantage, must be the wisdom of the grouptogether, and the team is adapt to this trend of development team There is a verypopular and practical operation of the unit, its flexibility and ability to integrate for thevitality of enterprises, an effective means of enterprise development But the cause ofthe complicated external environment for enterprise development road will not be amember of the team and Everything is going smoothly, are not saints, can not guaranteethat every step team is correct so, the error can hardly be avoided, so the whole teamwill form error error management atmosphere in the team Error management willpromote members of the positive atmosphere Share error, timely communication oferror, improve the processing error The errors of common perception appears morepractical significance inevitably makes the way to treat errors, the implementation ofteam behavior results that is error management atmosphere on team performance ismore necessary The current research on error management climate and team performance is notsufficient, so the mechanism and boundary conditions of research on the relationshipbetween error management atmosphere and team performance remains to be explored Based on the social cognitive theory, attempts to explore the moderating role of teamcollective efficacy mediated the relationship between error management atmosphere andteam performance and humble leadership the error management team atmosphere andcollective efficacy Then the error management atmosphere will actively encourageteam members team members of the argument is wrong, as the team members to learnfrom the errors and progress, enhance the team s capabilities and technologies, in theabsence of criticism and abuse of the environment, the heart is encouraged therealization of self progress at the same time there will be more recognition of their team,believe that the capacity for development team will have better and stronger to face thenew president Service and challenges, enhance the team collective efficacy Teamcollective efficacy can positively promote the team members of the act, making it moreactively involved in the work, creating a new performance for the team The team leaderhas a special individual as a key figure in the development team, the type of leadingteam to express smooth humble leadership as the new leadership style, help team members to better communicate and learn this sentence unfluent to guide them in apositive way to treat errors, to increase the team s confidence, which will promote themechanism of the effect of error management atmosphere on team performance in theprocess to a certain extent Through this reading through the error management atmosphere, team collectiveefficacy, the relevant literature based humble leadership and team performance and soon, to build the model, put forward the corresponding research hypothesis, by means ofquestionnaire, first of all to local enterprises research and interview, and questionnairesurvey of 92 A team should describe how team samples selected, reflect a certainscientific a total of 447 questionnaires after using SPSS190 and AMOS210 softwareon the sample data statistics and sorting, the results obtained in this paper: (1) errormanagement atmosphere has a positive effect on team performance; (2) team collectiveefficacy can promote team performance; (3) team collective efficacy partially mediatesthe error management atmosphere of positive effect on team performance; (4) thehumble leadership positive atmosphere and adjusting error management Therelationship between team collective efficacy, humble leadership will lay down theirown identity, humble leadership is a leadership style, team members and leaders cannot represent the common progress of errors after helping the team members to adopt amore active approach, the team members can better communicate and learn aboutgroup confidence, enhance team performance The significance of this study is to enrich the research on error management climateteam level, the application of social cognitive theory, mechanism of influence on teamperformance To further expand the enterprise management and team building, as wellas the development direction of the future team provides a certain reference value Key words: error management atmosphere; team collective efficacy; humbleleadership; team performance 目录 文章为硕士论文，如需全文请点击底部下载全文链接】 1.2 研究问题的提出 1.3 研究意义 1.3.1 理论意义 1.3.2 现实意义 1.4 研究内容 1.5 研究方式方法和技术道路 1.5.1 研究方式方法 1.5.2 技术道路 1.6 研究的创新点 第 2 章 文献综述 2.1 错误过失管理气氛 2.1.1 错误过失管理气氛的概念 2.1.2 错误过失管理气氛的测量 2.1.3 错误过失管理气氛的影响结果 2.2 团队集体效能感 2.2.1 团队集体效能感的提出 2.2.2 团队集体效能感的测量 2.2.3 团队集体效能感的研究现在状况 2.3 谦虚型领导 2.3.1 谦虚型领导的内涵 2.3.2 谦虚型领导的相关研究 2.4 团队绩效 2.4.1 团队绩效的定义 2.4.2 团队绩效的影响因素 第 3 章 理论模型与究假设 3.1 模型构建 3.2 研究假设 3.2.1 错误过失管理气氛对团队绩效的影响 3.2.2 错误过失管理气氛与团队集体效能感 3.2.3 团队集体效能感与团队绩效 3.2.4 团队集体效能感在错误过失管理气氛与团队绩效之间的中介作用 3.2.5 谦虚型领导对错误过失管理气氛与团队集体效能感间关系的调节作用 第 4 章 研究设计 4.1 变量测量 4.1.1 错误过失管理气氛 4.1.2 团队集体效能感 4.1.3 谦虚型领导 4.1.4 团队绩效 4.2 问卷设计 4.3 样本描绘叙述 第 5 章 数据分析与模型检验 5.1 量表的信度和效度分析 5.1.1 信度分析 5.1.2 效度分析 5.2 聚合分析 5.3 相关分析 5.4 假设检验 5.4.1 错误过失管理气氛对团队绩效的影响 5.4.2 错误过失管理气氛与团队集体效能感的关系 5.4.3 团队集体效能感和团队绩效的关系 5.4.4 团队集体效能感的中介作用检验 5.4.5 谦虚型领导的调节作用检验 5.5 检验结果和讨论 第 6 章 研究结论与瞻望 6.1 研究结论 6.2 研究启示 6.3 研究局限和瞻望 以下为参考文献