工商管理学院知识库

在通讯技术与互联网技术的快速发展下，互联互通的时代已经到来。由此，员工参与工作的形式与融入工作的方式发生了颠覆性变化，工作也不再限制于固有的工作域中，于非工作域处理与工作相关的事宜已然在员工中普遍起来，即非工作时间工作连通行为开始在实践中盛行。非工作时间工作连通行为对员工工作投入的影响通常利弊兼具，但过往的研究大多站在单一视角，仅从其所表露出的积极面或消极面展开探讨，综合视角的缺乏使得现有结论在解释现实中的管理现象时略显乏力。另外，工作投入作为一种员工重要的心理认知状态，是员工产生创新行为、高工作绩效等一系列利组织行为的关键先导因素，因此有必要厘清非工作时间工作连通行为对工作投入的作用机制以及边界条件。

具体地，本研究基于工作要求-资源模型，在前人成熟观点的基础上，采用积极与消极相结合的整合视角探讨非工作时间工作连通行为对工作投入的双刃剑效应。在研究中选择工作自主性来表征非工作时间工作连通行为的“利之剑”效应，选择角色压力来表征非工作时间工作连通行为的“伤之剑”效应，鉴于过往研究中个人特质资源在工作要求-资源模型中讨论的缺乏，本研究将主动性人格作为调节变量引入到研究中，由此构建出被调节的中介效应理论模型。通过两时段的问卷收集，最终得到398份有效问卷，使用统计分析软件对数据依次进行信效度检验、相关性检验与研究假设检验，结论如下：（1）工作自主性和角色压力分别在非工作时间工作连通行为与工作投入之间承当中介作用；（2）主动性人格正向调节非工作时间工作连通行为对工作自主性的正向预测作用、负向调节非工作时间工作连通行为对角色压力的正向预测作用；（3）主动性人格正向调节工作自主性的中介作用、负向调节角色压力的中介作用。

基于研究结论，本研究从企业管理者与员工两个角度提出管理优化对策。其一，企业管理者应重点关注非工作时间工作连通行为造成的负面效应，通过人性化的主观干预，削减负面效应的消极影响，此外，还要通过培训等方式强化员工的主动性人格特质；其二，员工需要正视非工作时间工作连通行为带来的工作机遇，化被动为主动，乐观积极地接受这一新型工作情境，并通过压力释放等措施来削减非工作时间工作连通行为对自身造成的负面影响。

With the rapid development of communication technology and Internet technology, the era of interconnection has come. The forms and working methods of employees' participation in work have undergone subversive changes. Work is no longer limited to the inherent work domain. It is common for employees to deal with work-related things in non work domains. The impact of non working time work connectivity behavior on employees' work engagement usually has both advantages and disadvantages. Most of the previous studies are from a single perspective, only from the positive or negative aspects of work connectivity behavior in non working hours. The lack of comprehensive perspective makes the existing conclusions slightly weak in explaining the real management phenomenon. In addition, as an important psychological cognitive state of employees, work engagement is an important leading factor for employees to produce a series of organizational behaviors such as innovation behavior and job performance. Therefore, it is necessary to clarify the action mechanism and boundary conditions of work connectivity behavior in non working hours on work engagement.Specifically, based on the Job Demands-Resources Model and on the basis of previous mature research, this paper uses the integrated perspective of positive and negative to explore the dark and bright sides of work connectivity behavior on work engagement. In the study, work autonomy is selected to represent the "sword of benefit" of work connectivity behavior in non working hours, and role stress is selected to represent the "sword of injury" of work connectivity behavior in non working hours. In view of the lack of discussion of personal trait resources in the work requirement resource model, this paper introduces initiative personality as a regulatory variable into the study, Thus, a theoretical model of mediated effect is constructed. Through the questionnaire collection in two periods, 398 valid questionnaires were finally obtained. The statistical analysis software was used to test the reliability and validity, correlation and research hypothesis, The conclusions are as follows: (1) active personality and role stress play a mediating role between non working time work connectivity behavior and work engagement respectively; (2) active personality positively regulates the positive predictive effect of non working time work connectivity behavior on work autonomy and negatively regulates the positive predictive effect of non working time work connectivity behavior on role stress; (3) Active personality positively regulates work autonomy and negatively regulates role pressure.

Based on the research conclusion, this study puts forward management optimization countermeasures from the perspectives of enterprise managers and employees. First, enterprise managers should focus on the negative effects caused by work connectivity behavior in non working hours, reduce the negative effects of negative effects through humanized subjective intervention, and strengthen employees' initiative personality traits through training and other means; Second, employees need to face up to the work opportunities brought by work connectivity behavior in non working hours, turn passivity into initiative, accept this new work situation optimistically and actively, and through measures such as pressure release reduce the negative impact of work connectivity behavior in non working hours on themselves.