本研究在文献梳理的基础上探索了非物质性组织投入的内容和构成。将“在
岗稳定性”纳入饭店基层管理者绩效评价量表，且通过了信度和效度检验。并
在理论推理的基础上，构建模型，分析并验证非物质性组织投入与基层管理者
绩效之间的关系。通过问卷调查获得数据，数据分析后得到一些有价值的结论：
1、我国高星级饭店企业对员工的非物质性组织投入，呈现三维度结构，表
现为支持性投入、发展性投入和情感性投入。
2、饭店基层管理者的绩效水平不高，尤其是“在岗稳定性”的得分非常低。
3、饭店企业对基层管理者的支持性投入可以正向预测基层管理者的周边绩
效，但与他们的任务绩效和在岗稳定性没有显著的相关关系。
4、饭店企业为基层管理者提供的发展性投入能够正向预测基层管理者的任
务绩效和在岗稳定性，但与他们的周边绩效没有显著关系。
5、饭店企业为员工提供的情感性投入与基层管理者的三种绩效正相关。
6、在物质性组织投入方面，饭店基层管理者对薪酬的满意度很低。且物质
性投入与基层管理者的任务绩效和周边绩效存在显著的正相关关系。
7、控制变量（饭店性质、被调查者人口统计特征、职位、在岗时间）与三
种非物质性组织投入之间、与三种基层管理者绩效之间都有不同程度的相关性。
最后，对本研究的研究结论进行了讨论，并且对研究方法和设计进行了反
思，提出了今后研究方向的设想。
关键词：非物质性组织投入 支持性投入 发展性投入 情感性投入
基层管理者绩效
Abstract
The highly competitive power of hotel enterprise depends on the people,
so the output of people——employee’s performance is quite important. From
the view of organizational input, the financial input that hotel supply to
employee is too limited to keep employee and promote their performance. At
the same time, employee pays more and more attention to the organizational
input except for financial input. So it becomes especially important to
research the relationship between nonfinancial organizational input and
employee’s performance. As the important function and the particularities of
their career development, this article takes the first-line managers as subject
investigated.
The article explores the content and structure of nonfinancial
organizational input based on literature analyzing, puts long term continuance
of employment and attendance into performance evaluation scale，and passed
the test on Reliability and Validity. Then structures the model and verifies the
relationship between nonfinancial organizational and first-line managers’
performance after theoretical Reasoning. The article gets some valuable
conclusions through the data which got by questionnaires:
1、 In high-star hotels of China, there are three dimensions constructing
nonfinancial organizational input. They are supportive input,
developmental input and emotional input.
2、 The level of salary in our hotels is low, and also the level of first-line
managers’ performance, especially the long term continuance of
employment and attendance.
3、 The supportive input can positively predict surrounding performance of
first-line managers. But there is no significant correlation with task
performance and long term continuance of employment and attendance.
4、 The developmental input can positively predict task performance and long
term continuance of employment and attendance of first-line managers.
But there is no significant correlation with surrounding performance.
5、 The emotional input supplied by hotel can positively predict three kinds
of first-line managers’ performance.
6、 Financial input can positively predict task performance and surrounding
performance.
7、 There are correlated relationship in different degrees between various
controlled variables (star level and ownership of hotel, demographic
characteristics of respondents, position, length of service, etc) and various
nonfinancial inputs, first-line managers’ performances.
Finally, theoretical and practical implications of this paper were
discussed, and the limitations of this research and research orientation were
provided.
Key Words: nonfinancial organizational input supportive input
developmental input emotional input first-line managers’ performance
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