独 创 性 声 明
本人声明所呈交的学位论文是本人在导师指导下进行的研究工作及取
得的研究成果。尽我所知，除了文中特别加以标注和致谢的地方外，论文
中不包含其他人已经发表或撰写过的研究成果，也不包含本人为获得江南
大学或其它教育机构的学位或证书而使用过的材料。与我一同工作的同志
对本研究所做的任何贡献均已在论文中作了明确的说明并表示谢意
签名： 日期：年月日
关于论文使用授权的说明
本学位论文作者完全了解江南大学有关保留、使用学位论文的规定：
江南大学有权保留并向国家有关部门或机构送交论 文的复印件和磁盘，允
许论文被查阅和借阅，可以将学位论文的全部或部分内容编入有关数据库
进行检索，可以采用影印、缩印或扫描等复制手段保存、汇编学位论文，
并且本人电子文档的内容和纸质论文的内容相一致
保密的学位论文在解密后也遵守此规定
签名：导师签名：
日期： 年月日
摘要
I
摘要
面对经济全球化的发展和商业环境的动态变革，越来越多的企业使用注重合作与自
主性的团队工作形式。然而，在实际的工作团队中，由于团队成员的动机或能力问题，
经常出现某些成员低绩效的现象。经济学研究将控制团队成员的低绩效视为解决“搭便
车”问题。于是，如何解决团队成员搭便车的问题就成了学术界和实践界共同关注的热
点
对低绩效同事的反馈是团队成员为了使所有同事的目标与团队目标保持一致，通过
各种方式有目的地向低绩效的同事提供与其绩效相关的信息，以改善低绩效同事的能力
或动机。已有研究表明各种类型的同事反馈对团队绩效具有影响，但是尚未形成一致结
论。因此，不同类型的同事反馈究竟会对团队绩效产生何种影响，以及通过何种机制产
生影响，还需进一步研究。因此，本研究首先系统地梳理了国内外相关文献，深入分析
了对低绩效同事的反馈、团队敬业度和团队绩效之间的关系，提出了指导型同事反馈和
威慑型同事反馈如何影响团队绩效的作用机制模型。其次，在小样本调研和正式调研阶
段分别向团队领导和团队成员发放问卷，再运用SPSS、AMOS等软件展开数据分析和
模型检验。最后，根据数据处理结果，就企业应该鼓励对低绩效同事采用哪种反馈以及
如何激发这种反馈给予了建议，同时启发企业应当重视团队情绪管理，以打造敬业和高
效的团队
本研究主要得出以下结论：①指导型同事反馈和威慑型同事反馈均正向影响团队绩
效。这意味着团队成员应该对低绩效的同事采取指导或者警告的方式，以提高团队绩效
②团队敬业度部分中介了指导型同事反馈和威慑型同事反馈对团队绩效的影响，这意味
着指导型同事反馈和威慑型同事反馈对团队绩效不仅有直接影响，还通过提升团队敬业
度，进而提升团队绩效。③指导型同事反馈和威慑型同事反馈均正向影响团队敬业度，
即无论指导还是警告的反馈方式都能够激发团队敬业度。④团队敬业度正向影响团队绩
效，即企业应当注重打造高敬业度的团队，以提升团队绩效
关键词：指导型同事反馈；威慑型同事反馈；团队敬业度；团队绩效
Abstract
II
Abstract
With economic globalization and the dynamic change of business environment,
Organizations must rely on team in order to perform effectively. However, there may be
some low performers due to their motivation or ablilty in the real team. This phenomenon is
free-riding. Thus, how to solve free riding in teams, has become a hot topic in the field of
theory and practice in recent years.
Peer feedback to low performers is thatteam members in order to make all peers’ goal
and team goals keep consistent, they purposefully provide low performers with information
related to their behavior and performance, with a view to improve the low performers’ ability
or motivation. Previous studies have shown that various types of peer feedback have an
impact on team performance, but have not yet reached a consensus. However, it remains to be
studied what type of peer feedback to low performers can solve the free-riding problem and
how it affects team performance. Firstly, the paper systematically reviews relevant theory and
literature, analyze in depth the relationship between peer feedback to low performers, team
work engagement and team performance. And then build a mechanism model of two different
kind of peer feedback to low performers influence team performance and put forward the
related hypothesis. Then, the paper constructs an internal mechanism model of two kinds of
peer feedback to low performers influence team performance and puts forward the
corresponding hypothesis. Secondly, the researcher distributed questionnaires to team leaders
and team members In henan province, during the small sample survey and formal
investigation. And then the paper analysis data and model test the theoretical model by using
software such as SPSS and AMOS. Finally, according to the data processing results, the paper
discusses about appropriate ways to encourage their peers to perform well, further put forward
some suggestions about how to improve peer feedback to low performers and build an
engaged team.
This study mainly draws the following conclusions: ①both directive feedback and
motivative feedback have significant positive effects on team performance, which means that
team members should train or motivate low performers, and then promote team performance.
②Team work engagement plays a partial intermediary role between directive feedback and
motivative feedback and team performance, which means directive feedback and motivative
feedback not only have a direct impact on team performance, and more influence on team
performance by team work engagement.③Both directive feedback and motivative feedback
have significant positive effects on team work engagement, which means that two different
kind of peer feedback to low performers can improve team members’ motivation, ultimately
bring high team work engagement.④Team work engagement promotes team performance, it
is very important for organizations to form engaged team.
Keywords: directive feedback; motivative feedback; team work engagement; team
performance
目录
III
目录
摘要 ........... I
Abstract ........ II
第一章 绪论1
1.1 研究的背景及意义 ........ 1
1.2 研究目的 .. 2
1.3 本研究可能的创新点 .... 2
1.4 研究方法与技术路线 .... 3
1.4.1 研究方法3
1.4.2 技术路线 ... 3
1.5 研究内容 .......... 4
第二章 文献综述与理论回顾 .. 6
2.1 对低绩效同事的反馈的研究综述 ...... 6
2.1.1 反馈的概念 ........ 6
2.1.2 反馈的理论基础7
2.1.3 反馈的分类 ........ 8
2.1.4 对低绩效同事的反馈 .... 9
2.1.5 反馈的结果变量研究 .. 10
2.1.6 反馈的述评 ...... 12
2.2 敬业度的研究综述 .... 12
2.2.1 个体敬业度的概念界定 .......... 12
2.2.2 个体敬业度的维度划分 .......... 13
2.2.3 团队敬业度的概念界定 .......... 14
2.2.4 团队敬业度的测量 ...... 15
2.2.5 团队敬业度的影响因素与结果变量研究 ...... 15
2.2.6 团队敬业度的述评 ...... 18
2.3 团队绩效的研究综述18
2.3.1 团队绩效的概念界定 .. 18
2.3.2 团队绩效的维度划分 .. 19
2.3.3 团队绩效的前因变量研究 ...... 20
2.3.4 团队绩效的述评 .......... 24
第三章 研究设计与理论假设26
3.1 相关概念界定26
3.1.1 对低绩效同事的反馈 .. 26
3.1.2 团队敬业度 ...... 26
3.1.3 团队绩效 .......... 26。