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摘 要
I
摘要
归因理论认为人们为了降低不确定性，总是试图理解周围的世界及其意义，以满足
预测和掌控环境的需要，归因现象在现实生活中十分普遍。同样，组织中的员工会对工
作场所发生的事件进行归因，但长期以来，组织中的归因现象并没有得到学者的足够重
视。人力资源政策实践（招聘、培训、薪酬福利、员工管理办法等）直接作用于员工，
是员工重要的工作环境，员工会试图理解组织实施人力资源实践的管理动机，即做出人
力资源归因。人力资源归因对员工和组织均具有重要意义，已有研究发现，对组织人力
资源实践做出积极归因的员工，更加健康、工作满意度更高、对组织更加忠诚，并且能
创造更高的工作绩效，有利于组织长期可持续发展
目前人力资源归因相关研究尚处于探索阶段，已有研究主要聚焦于个体层面，忽视
了对群体层面共享人力资源归因的考察。然而，工作团队是现代组织中广泛运用的工作
形式，在工作团队中，团队成员会进行广泛的社会互动，进而互相沟通、交流并影响彼
此对组织人力资源实践的认知，通过集体意义建构过程形成团队共享的人力资源归因
共享的认知有利于产生一致的态度和行为回应，共享的人力资源归因在团队内部的影响
效果和作用机制有待于进一步探究。本研究首先系统梳理了人力资源归因的相关理论和
文献，深入分析了团队人力资源归因、团队敬业度、团队绩效和变革型领导间的关系，
在团队层面构建了人力资源归因影响团队绩效的作用机制模型，并提出相应研究假设
其次，通过小样本预调研修正问卷，再进行大规模正式调研，获取上下级配对的团队数
据。采用SPSS、AMOS软件分析数据来检验研究假设。最后，依据研究结果，就组织
如何设计、实施人力资源管理实践以提高团队绩效提出建议和对策，同时启发组织秉持
员工为本的管理理念，做好管理理念的宣传和团队文化建设，进而构建高敬业、高绩效
的团队
研究结论如下：○1团队承诺型人力资源归因对团队绩效有显著正向影响，这意味着
当团队成员普遍将组织人力资源管理动机归因为提高员工工作质量和幸福感时，团队会
有更高的绩效产出。○2团队敬业度在团队承诺型人力资源归因与团队绩效之间起完全中
介作用，这说明团队承诺型人力资源归因对团队绩效的影响不是直接的，而必须通过团
队敬业度这一中介变量的传导。○3变革型领导正向调节团队承诺型人力资源归因对团队
绩效的影响，并且该调节作用部分通过团队敬业度这个中介而发生，表现为被中介的调
节效应。这意味着团队领导应该给员工提供更多关怀、支持、资源和激励，与员工建立
信任、尊重的关系，从而有助于实现更高的团队绩效。○4团队控制型人力资源归因与团
队敬业度和团队绩效的关系不显著
关键词：人力资源归因；团队敬业度；团队绩效；变革型领导
Abstract
II
Abstract
Attribution theory holds that people always try to understand the world and its meaning to
meet the prediction and control of the working environment and reduce uncertainty. Attribution
is very common in real life. Similarly, employees in the organization attribute attributions to
events in the workplace, but for a long time, the attribution in organizations has not been paid
enough attention by scholars. Human resources policy practice (recruitment, training, salary
and welfare, staff management methods, etc.) is an important working environment for
employees. Employees will try to understand the management motivation of human resource
practice, namely, make human resource attributions. Human resource attributions have
important significance for the staff and the organization. It has been found that the staff of the
organization who make positive attribution of human resource practices, have better health,
greater job satisfaction, organizational loyalty and can create more and better work performance,
which is conducive to long-term sustainable development of the organization.
At present, the research on human resource attributions is still at the exploratory stage and
remains on the individual level, ignoring the investigation of the shared human resources
attributions on the group level. However, work team is widely used in modern organization. In
a work team situation, team members communicate and interact with each other in a wide range
of social interactions to understand each other's perceptions of organizational motivation. The
shared human resource attributions are formed by collective sensemaking process within the
team. Shared cognition helps to produce consistent attitudes and behavior, and the impact
mechanism of the shared human resource attributions in a team remains to be further
studied.This study first reviews the relevant literature and theory of human resource attributions,
in-depth analyzes the relationship between team human resource attributions, team engagement,
transformational leadership and team performance, constructs the theory model and research
hypothesis of team human resource attributions on team performance on the team level.
Secondly, through the small sample pre survey and revision of the questionnaire, we perform
large-scale formal investigation to obtain the team data from leader and employee levels. SPSS
and AMOS software are used to analyze the data to test the research hypothesis. Finally,
according to the research results, the study puts forward suggestions and countermeasures about
organization how to design and implement human resource management practice to improve
team performance. The study inspires organization to uphold the employee-based management
phylosophy, do well the propaganda of management phylosophy and the construction of team
culture, and finally build a high-engagement and high-performance team.
This study concludes that: ○1Team commitment-focused human resource attribution has
a significant positive impact on team performance, which means that when team members
Abstract
III
generally attribute the motivation of organizational human resource management to improving
employees' work quality and happiness, the team will have higher performance output. ○2Team
engagement has a complete mediating effect between team commitment-focused human
resource attribution and team performance. This shows that the influence of team commitment-
focused human resource attribution on team performance is not direct, but it must be conducted
through the mediating variable of team engagement. ○3Transformational leadership positively
regulates the influence of team commitment-focused human resource attribution on team
performance, and the moderating effect is mediated by team engagement, which is mediated
moderation effect. This means that team leaders should provide employees with more care,
support, resources and incentives to establish trust and respect relationship with employees,
which helps to achieve higher team performance. ○4The influences of team control-focused
human resource attribution on team engagement and team performance are not significant.
Key Words: human resource attributions; team engagement; team performance;
transformational leadership。