高绩效工作系统研究述评与展望:整合内容和过程范式
6749 
313
外国经济与管理 2014 年 第 36 卷第 05 期, 页码：50 - 60
摘要
参考文献
摘要
近几年,关于高绩效工作系统的研究取得了显著成果。本文创新性地提出了内容范式和过程范式的分类思路,回顾了不同范式下关于高绩效工作系统作用机制的理论观点和研究进展。内容范式是比较主流的研究思路,本文总结了该范式下高绩效工作系统研究的理论基础、研究视角和测量方法上的进展。过程范式是新兴的研究思路,本文总结了该范式下高绩效工作系统研究的基本理论视角和主要研究主题。最后,本文提出了一个整合框架,并就如何在中国情境下开展相关研究提出了若干建议。
[1]Alvesson M and Karreman D.Unraveling HRM:Identity,ceremony,and control in a management consulting firm[J].Organization Science,2007,18(4):711-723.
[2]Appelbaum E,et al.Manufacturing advantage:Why high-performance work systems pay off[M].Ithaca,NY:Cornell University Press,2000.
[3]Arthur J B and Boyles T.Validating the human resource system structure:A levels-based strategic HRM approach[J].Human Resource Management Review,2007,17(1):77-92.
[4]Bakker A B,et al.Using the job demands-resources model to predict burnout and performance[J].Human Resource Management,2004,43(1):83-104.
[5]Bartram T,et al.Lost in translation:Exploring the link between HRM and performance in healthcare[J].Human Resource Management Journal,2007,17(1):21-41.
[6]Becker B E and Huselid M A.Strategic human resources management:Where do we go from here[J].Journal of Management,2006,32(6):898-925.
[7]Becker G S.Human capital:A theoretical and empirical analysis,with special reference to education[M].Chicago:University of Chicago Press,1964.
[8]Blau P M.Exchange and power in social life[M].New York:Wiley,1964.
[9]Bowen D E and Ostroff C.Understanding HRM-firm performance linkages:The role of the strength of the HRM system[J].Academy of Management Review,2004,29(2):203-221.
[10]Brewster C.Strategic human resource management:The value of different paradigms[J].Management International Review,1999,39(3):45-64.
[11]Chow I H,et al.Strategic HRM in China:Configurations and competitive advantage[J].Human Resource Management,2008,47(4):687-706.
[12]Colakoglu S,Hong Y and Lepak D P.Models of strategic human resource management[A].Wilkinson A,et al(Eds.).The handbook of human resource management[C].London:Sage,2009:31-50.
[13]Combs J,et al.How much do high-performance work practices matterA meta-analysis of their effects on organizational performance[J].Personnel Psychology,2006,59(3):501-528.
[14]Delery J E and Doty D H.Modes of theorizing in strategic human resource management:Tests of universalistic,contingency,andconfigurational performance predictions[J].Academy of Management Journal,1996,39(4):802-835.
[15]Delmotte J,et al.Toward an assessment of perceived HRM system strength:Scale development and validation[J].International Journal of Human Resource Management,2012,23(7):1481-1506.
[16]Den Hartog D N,et al.HRM,communication,satisfaction,and perceived performance:A cross-level test[J].Journal of Management,2013,39(6):1637-1665.
[17]Ehrnrooth M and Bjorkman I.An integrative HRM process theorization:Beyond signalling effects and mutual gains[J].Journal of Management Studies,2012,49(6):1109-1135.
[18]Frenkel S,et al.How employee perceptions of HR policy and practice influence discretionary work effort and co-worker assistance:Evidence from two organizations[J].International Journal of Human Resource Management,2012,23(20):4193-4210.
[19]Godard J.A critical assessment of the high-performance paradigm[J].British Journal of Industrial Relations,2004,42(2):349-378.
[20]Huselid M A.The impact of human resource management practices on turnover,productivity,and corporate financial performance[J].Academy of Management Journal,1995,38(3):635-672.
[21]Jackson S E,et al.Organizational characteristic as predictors of personnel practices[J].Personnel Psychology,1989,42(4):727-786.
[22]Jackson S E,et al.An aspirational framework for strategic human resource management[J].Academy of Management Annals,2014,8(1):1-56.
[23]Jensen J M,et al.High-performance work systems and job control:Consequences for anxiety,role overload,and turnover intentions[J].Journal of Management,2013,39(6):1699-1724.
[24]Jiang K,et al.How does human resource management influence organizational outcomesA meta-analytic investigation of mediating mechanisms[J].Academy of Management Journal,2012a,55(6):1264-1294.
[25]Jiang K,et al.Clarifying the construct of human resource systems:Relating human resource management to employee performance[J].Human Resource Management Review,2012b,22(2):73-85.
[26]Jiang K,et al.Where do we go from hereNew perspectives on the black box in strategic human resource management research[J].Journal of Management Studies,2013,50(8):1448-1480.
[27]Jiang K.Bridging the gap between reality and perception:Managers’role in shaping employee perceptions of high performance work systems[D].Rutgers,The State University of New Jersey,2013.
[28]Khilji S E and Wang X.“Intended”and“implemented”HRM:The missing linchpin in strategic human resource management research[J].International Journal of Human Resource Management,2006,17(7):1171-1189.
[29]Kim S,et al.Human resource management and firm performance in China:A critical review[J].Asia Pacific Journal of Human Resources,2010,48(1):58-85.
[30]Kim S and Wright P M.Putting strategic human resource management in context:A contextualized model of high commitment work systems and its implications in China[J].Management and Organization Review,2011,7(1):153-174.
[31]Kroon B,et al.Cross-level effects of high-performance work practices on burnout:Two counteracting mediating mechanisms compared[J].Personnel Review,2009,38(5):509-525.
[32]Lengnick-Hall M L,et al.Strategic human resource management:The evolution of the field[J].Human Resource Management Review,2009,19(2):64-85.
[33]Lepak D P and Snell S A.The human resource architecture:Toward a theory of human capital allocation and development[J].Academy of Management Review,1999,24(1):31-48.
[34]Lepak D P,et al.An examination of the use of high-investment human resource systems for core and support employees[J].Human Resource Management,2007,46(2):223-246.
[35]Li X,et al.Strategic HRM as process:How HR system and organizational climate strength influence Chinese employee attitudes[J].International Journal of Human Resource Management,2011,22(9):1825-1842.
[36]Liang X,et al.Strategic human resource management in China:East meets west[J].Academy of Management Perspectives,2012,26(2):55-70.
[37]Liao H,et al.Do they see eye to eyeManagement and employee perspectives of high-performance work systems and influence processes on service quality[J].Journal of Applied Psychology,2009,94(2):371-391.
[38]Martin-Alcazar F,et al.Strategic human resource management:Integrating the universalistic,contingent,configurational and contextual perspectives[J].International Journal of Human Resource Management,2005,16(5):633-659.
[39]Meyer K E.Asian management research needs more self-confidence[J].Asia Pacific Journal of Management,2006,23(2):119-137.
[40]Nishii L H,et al.Employee attributions of the“why”of HR practices:Their effects on employee attitudes and behaviors,and customer satisfaction[J].Personnel Psychology,2008,61(3):503-545.
[41]Posthuma R A,et al.A high performance work practices taxonomy:Integrating the literature and directing future research[J].Journal of Management,2013,39(5):1184-1220.
[42]Su Z and Wright P M.The effective human resource management system in transitional China:A hybrid of commitment and control practices[J].International Journal of Human Resource Management,2012,23(10):2065-2086.
[43]Subramony M.A meta-analytic investigation of the relationship between HRM bundles and firm performance[J].Human Resource Management,2009,48(5):745-768.
[44]Van Buren III H J,et al.Strategic human resource management and the decline of employee focus[J].Human Resource Management Review,2011,21(3):209-219.
[45]Wood S,et al.Enriched job design,high involvement management and organizational performance:The mediating roles of job satisfaction and well-being[J].Human Relations,2012,65(4):419-445.
[46]Wright P M,et al.Human resources and the resource based view of the firm[J].Journal of Management,2001,27(6):701-721.
[47]Xiao Z and Bjorkman I.High commitment work systems in Chinese organizations:A preliminary measure[J].Management and Organization Review,2006,2(3):403-422.
[48]Zhou Y,et al.A hybridism model of differentiated human resource management effectiveness in Chinese context[J].Human Resource Management Review,2012,22(3):208-219.
[49]程德俊,赵曙明.高参与工作系统与企业绩效:人力资本专用性和环境动态性的影响[J].管理世界,2006,(3):86-93.
[50]寇跃,贾志永.战略人力资源管理“黑箱”机理研究溯源、现状述评与未来展望[J].外国经济与管理,2013,35(7):43-53.
[51]宋典等.战略人力资源管理的新发展——基于HRM氛围的过程范式[J].科学学与科学技术管理,2013,34(3):153-161.
[52]唐贵瑶等.人力资源管理强度研究述评与展望[J].外国经济与管理,2013,35(4):40-48.
[2]Appelbaum E,et al.Manufacturing advantage:Why high-performance work systems pay off[M].Ithaca,NY:Cornell University Press,2000.
[3]Arthur J B and Boyles T.Validating the human resource system structure:A levels-based strategic HRM approach[J].Human Resource Management Review,2007,17(1):77-92.
[4]Bakker A B,et al.Using the job demands-resources model to predict burnout and performance[J].Human Resource Management,2004,43(1):83-104.
[5]Bartram T,et al.Lost in translation:Exploring the link between HRM and performance in healthcare[J].Human Resource Management Journal,2007,17(1):21-41.
[6]Becker B E and Huselid M A.Strategic human resources management:Where do we go from here[J].Journal of Management,2006,32(6):898-925.
[7]Becker G S.Human capital:A theoretical and empirical analysis,with special reference to education[M].Chicago:University of Chicago Press,1964.
[8]Blau P M.Exchange and power in social life[M].New York:Wiley,1964.
[9]Bowen D E and Ostroff C.Understanding HRM-firm performance linkages:The role of the strength of the HRM system[J].Academy of Management Review,2004,29(2):203-221.
[10]Brewster C.Strategic human resource management:The value of different paradigms[J].Management International Review,1999,39(3):45-64.
[11]Chow I H,et al.Strategic HRM in China:Configurations and competitive advantage[J].Human Resource Management,2008,47(4):687-706.
[12]Colakoglu S,Hong Y and Lepak D P.Models of strategic human resource management[A].Wilkinson A,et al(Eds.).The handbook of human resource management[C].London:Sage,2009:31-50.
[13]Combs J,et al.How much do high-performance work practices matterA meta-analysis of their effects on organizational performance[J].Personnel Psychology,2006,59(3):501-528.
[14]Delery J E and Doty D H.Modes of theorizing in strategic human resource management:Tests of universalistic,contingency,andconfigurational performance predictions[J].Academy of Management Journal,1996,39(4):802-835.
[15]Delmotte J,et al.Toward an assessment of perceived HRM system strength:Scale development and validation[J].International Journal of Human Resource Management,2012,23(7):1481-1506.
[16]Den Hartog D N,et al.HRM,communication,satisfaction,and perceived performance:A cross-level test[J].Journal of Management,2013,39(6):1637-1665.
[17]Ehrnrooth M and Bjorkman I.An integrative HRM process theorization:Beyond signalling effects and mutual gains[J].Journal of Management Studies,2012,49(6):1109-1135.
[18]Frenkel S,et al.How employee perceptions of HR policy and practice influence discretionary work effort and co-worker assistance:Evidence from two organizations[J].International Journal of Human Resource Management,2012,23(20):4193-4210.
[19]Godard J.A critical assessment of the high-performance paradigm[J].British Journal of Industrial Relations,2004,42(2):349-378.
[20]Huselid M A.The impact of human resource management practices on turnover,productivity,and corporate financial performance[J].Academy of Management Journal,1995,38(3):635-672.
[21]Jackson S E,et al.Organizational characteristic as predictors of personnel practices[J].Personnel Psychology,1989,42(4):727-786.
[22]Jackson S E,et al.An aspirational framework for strategic human resource management[J].Academy of Management Annals,2014,8(1):1-56.
[23]Jensen J M,et al.High-performance work systems and job control:Consequences for anxiety,role overload,and turnover intentions[J].Journal of Management,2013,39(6):1699-1724.
[24]Jiang K,et al.How does human resource management influence organizational outcomesA meta-analytic investigation of mediating mechanisms[J].Academy of Management Journal,2012a,55(6):1264-1294.
[25]Jiang K,et al.Clarifying the construct of human resource systems:Relating human resource management to employee performance[J].Human Resource Management Review,2012b,22(2):73-85.
[26]Jiang K,et al.Where do we go from hereNew perspectives on the black box in strategic human resource management research[J].Journal of Management Studies,2013,50(8):1448-1480.
[27]Jiang K.Bridging the gap between reality and perception:Managers’role in shaping employee perceptions of high performance work systems[D].Rutgers,The State University of New Jersey,2013.
[28]Khilji S E and Wang X.“Intended”and“implemented”HRM:The missing linchpin in strategic human resource management research[J].International Journal of Human Resource Management,2006,17(7):1171-1189.
[29]Kim S,et al.Human resource management and firm performance in China:A critical review[J].Asia Pacific Journal of Human Resources,2010,48(1):58-85.
[30]Kim S and Wright P M.Putting strategic human resource management in context:A contextualized model of high commitment work systems and its implications in China[J].Management and Organization Review,2011,7(1):153-174.
[31]Kroon B,et al.Cross-level effects of high-performance work practices on burnout:Two counteracting mediating mechanisms compared[J].Personnel Review,2009,38(5):509-525.
[32]Lengnick-Hall M L,et al.Strategic human resource management:The evolution of the field[J].Human Resource Management Review,2009,19(2):64-85.
[33]Lepak D P and Snell S A.The human resource architecture:Toward a theory of human capital allocation and development[J].Academy of Management Review,1999,24(1):31-48.
[34]Lepak D P,et al.An examination of the use of high-investment human resource systems for core and support employees[J].Human Resource Management,2007,46(2):223-246.
[35]Li X,et al.Strategic HRM as process:How HR system and organizational climate strength influence Chinese employee attitudes[J].International Journal of Human Resource Management,2011,22(9):1825-1842.
[36]Liang X,et al.Strategic human resource management in China:East meets west[J].Academy of Management Perspectives,2012,26(2):55-70.
[37]Liao H,et al.Do they see eye to eyeManagement and employee perspectives of high-performance work systems and influence processes on service quality[J].Journal of Applied Psychology,2009,94(2):371-391.
[38]Martin-Alcazar F,et al.Strategic human resource management:Integrating the universalistic,contingent,configurational and contextual perspectives[J].International Journal of Human Resource Management,2005,16(5):633-659.
[39]Meyer K E.Asian management research needs more self-confidence[J].Asia Pacific Journal of Management,2006,23(2):119-137.
[40]Nishii L H,et al.Employee attributions of the“why”of HR practices:Their effects on employee attitudes and behaviors,and customer satisfaction[J].Personnel Psychology,2008,61(3):503-545.
[41]Posthuma R A,et al.A high performance work practices taxonomy:Integrating the literature and directing future research[J].Journal of Management,2013,39(5):1184-1220.
[42]Su Z and Wright P M.The effective human resource management system in transitional China:A hybrid of commitment and control practices[J].International Journal of Human Resource Management,2012,23(10):2065-2086.
[43]Subramony M.A meta-analytic investigation of the relationship between HRM bundles and firm performance[J].Human Resource Management,2009,48(5):745-768.
[44]Van Buren III H J,et al.Strategic human resource management and the decline of employee focus[J].Human Resource Management Review,2011,21(3):209-219.
[45]Wood S,et al.Enriched job design,high involvement management and organizational performance:The mediating roles of job satisfaction and well-being[J].Human Relations,2012,65(4):419-445.
[46]Wright P M,et al.Human resources and the resource based view of the firm[J].Journal of Management,2001,27(6):701-721.
[47]Xiao Z and Bjorkman I.High commitment work systems in Chinese organizations:A preliminary measure[J].Management and Organization Review,2006,2(3):403-422.
[48]Zhou Y,et al.A hybridism model of differentiated human resource management effectiveness in Chinese context[J].Human Resource Management Review,2012,22(3):208-219.
[49]程德俊,赵曙明.高参与工作系统与企业绩效:人力资本专用性和环境动态性的影响[J].管理世界,2006,(3):86-93.
[50]寇跃,贾志永.战略人力资源管理“黑箱”机理研究溯源、现状述评与未来展望[J].外国经济与管理,2013,35(7):43-53.
[51]宋典等.战略人力资源管理的新发展——基于HRM氛围的过程范式[J].科学学与科学技术管理,2013,34(3):153-161.
[52]唐贵瑶等.人力资源管理强度研究述评与展望[J].外国经济与管理,2013,35(4):40-48.
引用本文
陈笃升. 高绩效工作系统研究述评与展望:整合内容和过程范式[J]. 外国经济与管理, 2014, 36(5): 50–60.
导出参考文献，格式为：
下一篇：有趣性:管理研究的新策略
