我国制造业面临的内外形势及对策研究──抓住机遇,参加全球化敏捷生产体系

：本文从信息时代对人们认识上的影响，讨论了信息时代对生产、对统一的世界市场、对社会的影响。列举了世界经济进入新的繁荣期的特征。讨论了世界生产的形成和发展，市场竞争的三准则，市场竞争的各个历史阶段及全球化敏捷制造体系迅速发展的原因。分析了二十一世纪制造业面临的形势。详细地讨论了我国国有大中型企业的主要问题：1．产品问题；2．企业结构不合理；3．管理问题；4．质量问题；5．工艺手段和装备落后；6．历史包袱沉重等。提出了利用世界全球化生产体系发展的大好形势的三条对策：1．利用敏捷制造原理对企业进行重组；2．加速产品设计队伍的重建，增强新产品的设计能力；3．利用现代化手段实现现代化管理。

中国企业员工组织承诺研究

The research objectives were to investigate the psychological structure of employees' organizational commitments(OCs), and its antecedents, and to examine the relative effects of employees' OCs to their performances. In order to deeply uncover the nature of OCs, some standard methods, such as in-depth interview, focus-group, semi-open questionnaire, standard questionnaire etc., were employed. In data analysis, not only some common statistical methods, such as multivariate analysis of variance, cross-table analysis, factor analysis, but also some forefront ones, such as confirmatory factor analysis and path analysis of SEM, were used. The paper covers six chapters: 1) In the first chapter, Firstly some previous empirical studies, which examined structures, antecedents, correlates, and/or consequences of organizational commitment in China and Western countries, were summarized. This summary covers most of the respectable researchers' works of this field, such as H.S.Becker, B.Buchanan, L.W.Porter, G. Ritzer, H.M.Trice, J.A.Alutto, L.G.Hrebiniak, R.T.Mowday, J.P.Meyer, N.J.Allen, G.W.McGee, R.C.Ford, R.Eisenberger, etc. Then three theoretical hypothesis were put forward as following: ① In China, OCs should be multidimensional psychological structures, which means there should exist more than one type of OCs; ② There should be some different antecedents to different OCs; ③ Employees with different types of OC should perform differently in their works. Finally the theoretical and practical significance were discussed. 2) In the second chapter, great efforts were made to investigate the OC types. Firstly, in-depth interview with managers and employees, semi-open questionnaire, and some other methods were used in the pilot research to gather much qualitative material. Then OC questionnaire was designed to get quantitative data in about 20 enterprises, including state-owned, collective-owned, wholly foreign-funded, and joint-ventures. During revising of this questionnaire, there were about 5000 samples surveyed. after factor analysis, the data shows that there should be 5 types of OCs in China, which were respectively named as Affective Commitment, Normative commitment, Ideal Commitment, Economic Commitment, Choice Commitment. Thirdly, confirmatory factor analysis method was used to successfully confirm this 5-factor model. Finally, Cronbach a and test-retest correlate indicate that this questionnaire is reliable. Since factor analysis result has show its construct validity, a simple criterion-related validity research was conducted. 3) In order to investigate the correlation between different OC and employee performance and different antecedents of OC, 5 other questionnaires, such as Employee Satisfaction Questionnaire, Perceived Organizational Support Questionnaire, Social Exchange Questionnaire, Altruism Scale, and Leader Confidence Scale were revised in the third chapter. 4)In the fourth chapter, a lot of correlates, cross-table analysis were conducted to show the correlation between different OCs and 10 performances, which indicate employees with different OCs will show different performance in 10 variables, such as altruism, etc. 5) In the fifth chapter, correlate analysis, multivariate of analysis, and path analysis of SEM were used to investigate the antecedents of OC. A satisfactory model showing the correlation between OC and their antecedents was confirmed. 6) In the last chapter, all researches about OC, and its limitations were summarized.

企业经营风险决策的组织行为学研究

This thesis has investigated the risk preferences of the Chinese company managers in kinds of simulated decision situations and their perceptions of risk concerning types of business decisions. Four studies are conducted: Study I is utility analysis. 214 company managers and 46 middle - school headmasters have responded to Utility Measurement Survey. The results indicate: (1) The risk preferences of the managers vary in the different decision situations. In most of the situations, most of the managers are risk aversion; In few situations, they are risk-seeking. (2) In some of the decision situations, there are significant differences on risk preference between business managers and school headmasters, male managers and female managers, senior managers and junior managers, managers with high qualifications and managers with low qualifications, non-state-owned firms' managers and state-owned firms' managers, medium-small sized firms' managers and large-sized firms' managers. In the other situations there aren't significant differences between them. (3) In all of the decision situations, so significant differences on risk preference are found among managers with different marriage, experience, age and education. Study II is risky decision simulation. The Risky Decision Situations Simulation Survey is administered to 82 company managers. The result indicates that firm culture, business condition, survival limit and risk preference of the superior influence the managers' risk decision-making behavior. Study III is perceptions of business decision risks. 68 company managers have filled in Decision Cases Risk Perception Inventory. The results indicate: (1) Inaccurate market analysis and prediction, instable politics and the changes of economic policy are the more risky elements to strategy decision. (2) Erroneous market analysis and prediction, appearance of new technology and the changes of market demands are the more risky elements to investment decision. (3) Poor quality control, backward technology and too large stocks are the more risky elements to production decision. (4) Shortage of development fund, wrong choice in development project and limitation of the development ability are the more risky elements to new production development decision. (5) No payment of the foreign partner's capital, the changes of national relevant policy, difficulty in marketing, too high selling prices of foreign partner's equipments are the more risky elements to joint-venture decision. (6) Unfamilarity with oneself and misjudgement in qualification of oneself are the more risky elements to personnel decision. (7) Bad market of the product, defects in product quality and the changes of consumers demands are the more risky elements to marketing decision. (8) Wrong strategy and ambiguous goals are the more risky elements to public relation decision. (9) Violation of the law, ambiguous goals and poor creation are the more risky elements to advertisement decision. (10) Deterioration of diplomatic relations, unsuitable products for foreign consumers and unfamilarity with foreign market are the more risky elements to international business decision. Study IV is structured interview. 5 company managers have answered all questions of the Interview Questionnaire. The results indicate: (1) The managers think that risks are the possible unfavourable consequences of decisions; (2) The self-ratings of the managers coordinate with the results of utility measurement; (3) The managers admit that risks always accompany bussiness decision; (4) Individual difference is found among managers on risk perception. This thesis has also pointed out the important implications of the research and discussed several further questions.

国营企业中激励机制的个案研究

This research objective was to investigate the working motivation in a large state-owned enterprise, Luoyang White Horse Company Group in Henan Province. Some standard methods, such as in-depth interview, questionnaire were employed. This research is divided into two parts: 1. The first is to investigate the factor structure of working motivation, by the way of survey questionnaire. 2. The second is to do a case study to the White Horse Company, by using survey questionnaire and interview methods. The results shows that: 1. Eight factors are extracted by the Exploring Factor Analysis. These factors include: material reward factor, leader factor, fairness factor, goal factor, mental reward factor, development factor, job factor, participation factor. The overall explanation is 56.0%. 2. By the One-Way ANOVA and Multiple Comparison, it is found that: working age, age, sex, education background, income and assignment all have a notable effect on some of the eight factors. 3. By the case study to the White Horse Company, it is found that there still is no a perfect motivating mechanism in the White Horse Company and the disproportion of reward and punishment has a disadvantageous effect on the worker's productivity.

国有企业管理者裁员决策特征及其对留岗者心理影响的研究

In China, orgnizational change and downsizing are the primary topics studied in I/O psychology and Human Resource Management. Due to the great need in reality, both theorists and practitioners raised the same questions: Does downsizing increase the organizational performance? What is the relationship between organizational downsizing strategies and survivors' psychological reations? Which factors influence managers' downsizing decision-making most? How can managers manage the process successfully? The purpose of this study is trying to answer these questions, and then to establish the downsizing decision-making model of China's SOE (State owned enterprise) managers. The hypothetical model of SOE managers' downsizing decision-making was put forward, based on a tremendous amount of literature on downsizing decision-making, especially on the downsizing decision-making model built by B. Shaw, and also based on the results of the interviews conducted to the SOE managers who have the downsizing decision-making experiences. In order to test and verify the model, 322 SOE managers were investigated by a questionnaire study. And the statistic results supported the hypothetical downsizing decision-making model. Further, 259 survivors (those who are still working in the SOEs) from 7 downsized SOEs and 1 non-downsizing SOE, were also investigated by a questionnaire study. The statistic results also supported the hypothetical downsizing decision-making model. A subsequent case study was performed upon one downsized SOE; and a deliberate focus group interview study within 6 SOE mangers from another downsized SOE was also conducted. Both fundings from the two studies surported the hypothetical model again. Thus, China's SOE managers' downsizing decision-making model was established. This China's SOE managers' downsizing decision-making model suggests the following: Firstly, the characteristics of managers'downsizing decision-making were the center of the model. Those characteristics displayed during the process of the downsizing decision planning, the participation of downsizing decision-making and the communication concerning downsizing events, were influenced by managers' sense of crisis, controlling factors out of the organization and the managing experience within it. Especially, the latter two factors were more important. Secondly, in downsizing decision-making problems, the perceived crisis of China's SOE managers was mainly influenced by the outer factors, esp. the controlling factors from the government or the high authorities, but not by the inner factors including manufacturing management, HRM skills and organizational competition strategies. Thirdly, survivors'psychological reactions (including job satisfaction, job motivation, team working cooperation, etc) were mainly influenced by the characteristics of the managers' downsizing decision-making, at the same time, also by the outer factors (including controlling and social security factors) and the inner factors (including competition strategy and HRM skills). Finally, according to the model and the results from this study, the conclusions were reached in the followings: The stronger the controlling effort upon the SOE managers, the worse the effect displayed during the downsizing process. And in order to improve the effect and quality of downsizing decision-making, SOE managers need a lot of training to ameliorate their competencies such as competition strategies and HRM skills.