員工個(gè)人主動(dòng)性內(nèi)容結(jié)構(gòu)及其相關(guān)研究

1、河南大學(xué)碩士學(xué)位論文員工個(gè)人主動(dòng)性內(nèi)容結(jié)構(gòu)及其相關(guān)研究姓名：李鑫申請(qǐng)學(xué)位級(jí)別：碩士專業(yè)：應(yīng)用心理學(xué)指導(dǎo)教師：王明輝2011-06IIIABSTRACT In recent years,the scholars have paid more and more attention to individual initiative of employees and they have began to explore the structur

2、e and characteristics of it. They have explored when individual initiative of employees would bring higher organizational performance for enterprise. It has selected more than 600 nationwide employees as subjects for thi

3、s study. Some standard research methods have been applied in this study,such as literature review, questionnaire interview and statistical analysis for date analysis. By empirical analysis, I have proposed that individua

4、l initiative of employees includes three dimensional structure, made the questionnaire about it in Chinese culture context, examined the differences to it, and explored the relations among transformational leadership, ge

5、neral self-efficacy and individual initiative of employees.The main conclusions of this study are as follows: Firstly, the personal initiative of employees questionnaire includs in three dimensions as spontaneous, forw

6、ard and overcome the difficulties. The questionnaire has good reliability and validity. Secondly, there are individual differences in employee personal initiative: the sex, the male to show personal initiative than wome

7、n; in terms of age, 25 years of age and employees under the age of 31, the forward-looking dimension to show significant differences , and 25 years of age showed the forward-looking than 31 years of age; in the years of

8、service; 1 year, 4-6 with 1-3 years between the years of employees significantly different spontaneous dimensions, and 1 year employees in the work of the initiative by demonstrating less than 1-3 years and 4-6 years of

9、employees. Finally, there is significant correlation among transformational leadership, general self-efficacy and individual initiative of employees. General self-efficacy plays a partial mediating role between transfor