Dual-Concern Model of HR Systems Scale 人力资源系统双重模型量表

简介

Gong, Law, Chang & Xin (2009)基于Katz和Kahn（1978）认为所有开放系统都有维护和生产子系统，Gong, Law, Chang & Xin (2009)基于Katz和Kahn（1978）的研究成果开发了一个人力资源系统的双重模型。以绩效为导向的人力资源子系统主要侧重于开发人力资源，为这些资源的有效利用提供动力和机会。以维持为导向的人力资源子系统主要侧重于员工保护和平等。维持导向的人力资源子系统与持续承诺正相关，绩效导向的人力资源子系统与情感承诺正相关，从而提高企业绩效。

信度与效度

维持导向的人力资源子系统（maintenance-oriented HR subsystem）包括就业保障（Employment Security）和减少地位差别（Reduction of Status Distinction）两个维度，绩效导向的人力资源子系统（performance-oriented HR subsystem）包括甄选（Selective Hiring）、通过团队参与决策（Participation in Decision Making Through Teams）、基于绩效的比较性薪酬（Comparatively High Pay Contingent on Performance）、广泛的培训（Extensive Training）、职业规划（Career Planning and Advancement）和绩效评价（Performance Appraisal）6个维度。验证性因素分析表明维持导向的人力资源子系统和绩效导向的人力资源子系统量表的信度分别为0.70和0.93。二因素结构模型具有较好的拟合度：χ²(243，N =580) =1135.12， p ＜.01， RMSEA=0.06，NFI=0 .91， NNFI=0 .92， CFI=0.93，GFI=0.92。

量表

请您根据自己的实际感受和体会，用下面48项描述对组织的人力资源系统进行评价和判断，并在最符合的数字上划○。评价和判断的标准如下： 1 非常不同意 2 不同意 3 有点不同意 4 不好确定 5 有点同意 6 同意 7 非常同意

1、Managers in our firm can expect to stay for as long as they wish.
2、Our firm tries to avoid dismissing managers.
3、Job security is almost guaranteed to managers in our firm.
4、If our firm were facing economic problems, managers would be the last to get cut.
5、Our firm has offered managers a pledge of employment security.
6、Compared to our close competitors, our firm offers higher employment security to managers.
7、In our firm, managers at different levels share the same cafeteria.
8、In our firm, managers at different levels have a common uniform.
9、In our firm, managers at different levels use the same company vehicles for business purposes.
10、In our firm, managers at different levels stay in hotels of similar standards on business trips.
11、The rights of managers at different levels are equally respected in our firm.
12、Compared to our close competitors, our firm respects more the equal rights of managers at different levels.
13、For the five managerial positions that our firm hires most frequently, we have many qualified applicants per position.
14、All newly hired managers in our firm had been selected based primarily on the results of validated selection tests.
15、All managers are administered many assessment tools-including personality, aptitude, and skill testsprior to employment in our firm.
16、A strict selection procedure was used in our firm to hire new managers.
17、It is difficult to pass our managerial selection process.
18、Compared to our close competitors, our firm is more selective in hiring managers.
19、A majority of managers participate in highly decentralized work groups in our firm.
20、A majority of managers in our firm are involved in formal or informal management committees or other related problem-solving activities.
21、A majority of managers receive training in group problem solving.
22、Satisfying customers is the most important work guideline.
23、Management committees in our firm can exert significant influence on major company decisions.
24、Compared to our close competitors, our firm relies more heavily on decentralized management committees to make major decisions.
25、Compensation for managers in our firm is above the market average.
26、A large proportion of our managers' total compensation is accounted for by cash plus deferred bonuses.
27、Managers are eligible for annual deferred incentive plans, profit-sharing plans, and/or gain-sharing plans in our firm.
28、Managers own a large amount of the shares of our firm.
29、The incentive pay of our managers in our firm matches well with our firm's financial performance.
30、Compared to our close competitors, the average total employment cost per manager is larger in our firm.
31、New managers in their first year of employment typically receive long hours of training in our firm.
32、Experienced managers (i.e., those employed more than one year) typically receive long hours of training per year in our firm.
33、A large proportion of managers in our firm are qualified to perform more than one job through training or job rotation.
34、Managers often participate in cross-functional training or job rotation in our firm.
35、Managers in our firm often receive training outside their own functional areas.
36、Compared to our close competitors, our firm offers more extensive training to managers.
37、Many managerial positions in our firm are filled from within.
38、Managers are promoted based on merit rather than seniority in our firm.
39、Managers have clear career paths within our firm.
40、Managers have a very bright future within our firm.
41、Managers' career aspirations within our firm are known by their superiors.
42、Compared to our close competitors, managers in our firm have better career prospects within the firm.
43、Managers regularly receive formal performance appraisals in our firm.
44、Managers' performance appraisals are based on objective, quantifiable results in our firm.
45、Managers often receive development-focused appraisals in our firm.
46、Managers often receive appraisals for pay purposes.
47、Managers often receive appraisals for promotion purposes.
48、Compared to our close competitors, our firm has a better-designed performance appraisal system.

计分方法

人力资源系统双重模型量表包括就业保障（Employment Security）、减少身份区分（Reduction of Status Distinction）、甄选（Selective Hiring）、通过团队参与决策（Participation in Decision Making Through Teams）、基于绩效的比较性薪酬（Comparatively High Pay Contingent on Performance）、广泛的培训（Extensive Training）、职业规划（Career Planning and Advancement）和绩效评价（Performance Appraisal）等8个分量表，共48道题，可以分别计算各自量表所包括题目的总分或平均分，每个分量表包括的题目如下：

1．就业保障：共6道题，具体包括第1-6题。
2. 减少身份区分：共6道题，具体包括第7-12题。
3. 甄选：共6道题，具体包括第12-18题。
4．通过团队参与决策：共6道题，具体包括第19-24题。
5. 基于绩效的比较性薪酬：共6道题，具体包括25-30题。
6．广泛的培训：共6道题，具体包括31-36题。
7．职业规划：共6道题，具体包括37-32题。
8．绩效评价：共6道题，具体包括42-48题。

量表出处

Gong, Y., Law, K. S., Chang, S., & Xin, K. R. (2009). Human resources management and firm performance: the differential role of managerial affective and continuance commitment. Journal of Applied Psychology, 94(1), 263-75.

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