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制造类企业技术人员工作倦怠实证研究
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摘要
依据Maslach& Jackson的定义,工作倦怠是指“在以人为服务对象的职业领域中,个体的一种情感耗竭、消极怠工和个人成就感低落的症状。”自1974年,美国临床心理学家Freudenberger首次使用工作倦怠一词以来,国外对工作倦怠的研究已有多年的历史,形成了一定的研究体系,研究对象的范围不断扩大,研究内容也越发深入,但研究领域主要还是停留在心理学和组织行为学方面。我国台湾和香港地区对工作倦怠的研究己有一段时间,也取得了一定成就,而大陆则是最近几年才开始对工作倦怠的研究,研究并不深入,多为现象研究,学术研究较少。本研究以制造类企业技术人员为研究对象,拟通过对其工作倦怠情况作出调查,了解其工作倦怠情况,并通过对调查结果的分析,对引发工作倦怠的前因变量进行探索。本研究采用Maslach工作倦怠通用量表(MBI-GS)改进版和工作倦怠前因变量表问卷进行调查,工作倦怠调查问卷研究结果基本证实了本研究提出的假设,主要结论有:
     1.工作倦怠的结构可以采用三因素模型来解释;研究结果表明,我国制造类企业技术人员的工作倦怠感分为三个维度耗竭,消极怠慢和职业效能感低落,其中,耗竭最为严重,其次为职业效能感低落,消极怠慢程度一般;
     2.工作过载、角色冲突、角色模糊、工作奖酬与工作倦怠相关;
     3.组织支持和公平感与工作倦怠相关;
     4.人口统计学变量,如年龄,职务,工作年限等与工作倦怠相关。通过对研究结果的分析,本文对制造类企业技术人员工作倦怠管理提出了建议。从组织的层面,企业可以从规范角色,改善工作环境,实施员工帮助计划,加强企业文化建设,提供组织支持,工作再设计,建立有效的职业生涯管理系统,确保组织公平等方面来管理工作倦怠。从技术人员个人层面,应该养成良好的工作习惯,进行有效的时间管理,正确处理工作中的问题,构建良好的人际关系,变压力为动力,自我身心放松。
According to Maslach & Jackson,job burnout is a syndrome of emotional exhaustion, depersonalization,and reduced personal accomplishment that can occur among individuals who do some kind‘people work’. Since American clinical psychologist Freudenberger used‘job burnout’in 1974 for the first time, western countries has studied job burnout for more than 30 years and formed the certain research system. But the research is mainly in the field of psychology and the organizaitonal behavior. Taiwan and Hon Kong also has period of time on studying burnout and obtained certain achievement. But the mainland has started the research only several years, the research is not thorough,many are the phenomenon research, the scholarly research are few. This research takes technical personnel of manufacture enterprise as the objects of study, initiates to survey the real situation of job burnout in the industry, and hopes to find out reasons that could lead to job burnout through analyzing statistics collected. Maslach Burnout Inventory-General survey and Burnout Antecedents Questionnaire are adopted as the research tools. The research result basically confirmed the proposed supposition, the main conclusion included:
     1.The structure of job burnout can be explained by three factor models. The findings indicated that technical personnel’s job burnout feelings can be divided into three dimensions: emotional exhaustion,depersonalization, and reduced personal accomplishment, and emotional exhaustion is most serious, the next is reduced personal accomplishment, depersonalization is at an ordinary degree.
     2.The work overloads, role conflict, role Ambiguity, and work prize is related to job burnout.
     3.Organizational fair and organizational support is related to job burnout.
     4.Population statistics variables like age, duty, working life and so on are related to job burnout.
     Through analysis of findings, this article puts forward the proposal managing job burnout. For the organization,to manage job burnout,they can improve working conditions, regulating roles, strengthen the enterprise culture construction, provide support, establish effective profession management system management system, guaranteen organization fair and so on. For technical personnel themselves, they should foster good working habit, carry on effective time management, correctly handle problems in work, establish good interpersonal relationship with colleagues, changes the pressure into power, make self-relaxion.
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