HRM Systems for Knowledge-Intensive Teamwork Questionnaire 知识密集型团队的人力资源管理系统问卷

简介

Human resource management (HRM) systems have been recognized as one potential means through which organizations can stimulate effective knowledge behaviors and develop the depth and content of their knowledge stocks (Collins & Smith, 2006; Wright et al., 2001). And in the HRM systems for knowledge-intensive teamwork, knowledge is the primary strategic resource for organizations. Knowledge-intensive teamwork, which comprises collaborative activities that locate, share, create, and apply knowledge among a group of people (Jackson, Chuang, Harden, & Jiang, 2006), is one of the central processes through which organizations transform knowledge held by individuals into intellectual capital for achieving competitive advantage (Nahapiet & ghoshal, 1998; Wright, Dunford, & Snell, 2001).

Chang et al. (2016) developed items to assess HRM systems by drawing from prior studies of HR practices for knowledge workers (Collins & Smith, 2006; Lepak & Snell, 2002; Lopez-Cabrales et al., 2009), the theoretical arguments developed by Jackson et al. (2006), and information obtained during interviews with HRM executives and team leaders. A preliminary set of items was refined based on face validity evaluations made by 4 team leaders, 2 HRM scholars, and 2 HRM practitioners. The final measure included totally 31 items. For items adapted from published measures in other languages, back-translation procedures (Brislin, 1980) were followed.

Chang et al. (2016) collected data from R&D employees and team leaders in firms in the information technology industry and they matched 172 leader surveys (1 leader per team) with 826 member surveys for 172 teams in these 34 participating firms from a variety of information technology sectors. The average number of participating teams per firm was 5.06 (Median = 5, SD = 3.03, with a range of 3 to 20). The average number of member respondents per team was 4.80 (Median = 5, SD = 1.27, with a range of 3 to 10).

信度与效度

The Cronbach’s α of 15 items about enhancing competencies for knowledge-intensive teamwork is 0.88, the Cronbach’s α of 10 items about enhancing motivation for knowledge-intensive teamwork is 0.82), and the Cronbach’s α of 6 items about enhancing opportunities for knowledge-intensive teamwork is 0.80.

量表

请您根据自己的实际感受和体会，用下面31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.The selection of knowledge workers emphasizes their overall fit to the company (personality, values, etc.).
2.The selection of knowledge workers focuses on their potential to learn and grow.
3.If a team member has good technical skills, his/her interpersonal skills are NOT very important.(reverse coded)
4.When new team members are being selected for my team, their teamwork ability is weighted heavily in the decision.
5.When new team members are being selected for my team, their adaptability to the environment and self-adjustment is weighted heavily in the decision.
6.When new team members are being selected for my team, their interpersonal relationships within the company are weighted heavily in the decision.
7.When new team members are being selected for my team, their interpersonal relationships with people outside the company (e.g., suppliers, customers, other professionals) are weighted heavily in the decision.
8.The company invests considerable time and resources in training for knowledge workers.
9.The company provides an orientation program for new knowledge workers to learn the history, culture, and values of the company.
10.The company has a mentoring program (individually or as a group) aimed at employee development.
11.The company uses mentoring assignments as a way to encourage employees to learn from each other.
12.The company provides training that improves my team employees’ ability to learn from each other.
13.The company provides training to improve the interpersonal skills of employees in my team.
14.The company provides training to help my team employees develop and update their technological know-how.
15.The employees in my team have attended training designed to improve their teamwork skills.
16.The company’s performance management practices emphasize individual improvement and development.
17.Performance appraisals are based on input from multiple sources (coworkers, supervisors, clients, etc.).
18.Internal candidates take priority over external candidates for knowledge job openings.
19.Team members’ pay and rewards are closely linked to the team’s overall performance.
20.Knowledge workers’ bonuses or incentive plans are based primarily on the performance of the company.
21.On average the pay level of our knowledge workers is higher than that of our competitors.
22.The company offers a variety of incentives (e.g., gain sharing, stock option, etc.) to attract and retain top talent.
23.The company provides many benefits for knowledge workers to continually learn new knowledge (e.g., paying tuition costs, supporting attendance of conference or other learning events, etc.).
24.The company recognizes and rewards teams who come up with the best new ideas.
25.The company rewards teams for sharing new information and knowledge.
26.The company uses job rotation for knowledge workers to gain experience by moving them across different functional areas or divisions.
27.Members of my team are evaluated on their interpersonal relationships with other coworkers outside the team.
28.My team often arranges events for knowledge exchange (e.g., seminars, visits by outside experts, etc.).
29.The company sponsors various social events to encourage contact and relationship building among employees.
30.The company actively encourages knowledge workers to participate in “knowledge communities” (a bunch of people who have similar interests communicate and exchange information by using discussion board, forum, listserv, etc.).
31.The company invests considerable time and resources in building and operating communities of practice (e.g., providing technical support, budgets, rewards, etc.).

下载WORD版问卷：文件:Hkq.doc

计分方法

The final measure included totally 31 items, including 15 items about enhancing competencies for knowledge-intensive teamwork (from No.1 to No.15) 10 items about enhancing motivation for knowledge-intensive teamwork (from No.16 to No.25) 6 items about enhancing opportunities for knowledge-intensive teamwork(from No.16 to No.31).

量表出处

Chang C. H., Jackson S.E., Jiang Yuan. (2016). Can knowledge-intensive teamwork be managed? examining the roles of HRM systems, leadership, and tacit knowledge. Journal of Management (2), 524-554.