学校代码：10200 研究生学号：ZHOUWENWU2022
分 类 号：F270 密级：无
硕士学位论文
差序氛围对员工工作投入的影响研究
The Impacet of Differential Atmosphere on Employee;s
Work Engagement
作者：周文武
指导教师：房国忠 教授
一级学科：工商管理
二级学科：企业管理
研究方向：人力资源管理
学位类型：同等学力
东北师范大学学位评定委员会
2022 年 12 月
硕士学位论文
学位论文评阅专家及答辩委员会人员信息
论文题目 差序氛围对员工工作投入的影响
作者周文武
指导教师 房国忠 教授
评阅人1匿名评阅
论文评阅人评阅人2匿名评阅
评阅人3匿名评阅
学
主席 吕康银 东北师范大学教授
位
论 廉晓梅 吉林大学教授
文 张树山 东北师范大学教授
答
杜晨妍 东北师范大学教授
辩 委员
王 影 东北师范大学 副教授
委
员
会
独 创 性 声 明
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摘 要
区别对待现象迄今为止在中国情境下的研究相对欠缺，相关概念和测量方式未达成
统一，领导区别对待现象导致的结果、作用机理和边界条件的相关研究较为空白。所
以，本文通过比较中西方概念的异同后，对差序氛围进行探索，在此基础上，从资源保
存理论、社会交换理论和认知评价理论出发，将职业召唤作为中介变量，深入研究工作
投入与个体差序氛围间的作用关系。
本文通过整理国内外相关研究，理顺差序氛围、职业召唤、工作投入三个变量的概
念、测量维度和前因及结果变量的研究。以社会交换理论、资源保存理论和认知评价理
论为理论基础，研究差序氛围、职业召唤、工作投入三个变量的影响机制，提出本研究
的模型和假设。根据学者研究的信度效度较高的成熟量表，随机发布调查问卷，最终数
据来源于 405 份有效问卷，通过信度分析、效度分析，相关分析和回归分析，实证研
究变量之间的影响关系，检验假设。
本研究结论如下：差序氛围对工作投入为显著负向影响；差序氛围对职业召唤为显
著负向影响；职业召唤对工作投入为显著正向影响；差序氛围通过职业召唤对工作投入
产生影响，为部分中介。从理论角度来说，第一，本文所采用的概念与西方社会的领导
－成员交换差异的概念不同，将符合本土情境的差序氛围作为焦点，研究符合中国特色
的区别对待现象对个体行为和态度产生的影响；第二，补充了差序氛围相关研究成果；
第三，通过引入全新的视角阐述差序氛围作用机制。从实践角度来说，本文可以引发领
导者重视差序氛围，提高领导层的整体综合素养，对于组织环境的氛围进行正确的监督
和引导，营造一个公开透明、公平公正的企业氛围，关注员工职业召唤的动态变化，并
在组织内部建立培养机制。
关键词：差序氛围；职业召唤；工作投入
I
Abstract
So far, the research on differential treatment phenomenon in Chinese context is relatively
lacking, the relevant concepts and measurement methods have not been unified, and the
research on the results, mechanism and boundary conditions caused by the differential
treatment phenomenon of leaders is relatively blank. Therefore, after comparing the
similarities and differences between Chinese and Western concepts, this paper explores the
differential atmosphere. On this basis, starting from the resource conservation theory, social
exchange theory and cognitive evaluation theory, this paper takes career calling as the
intermediary variable to deeply study the relationship between job involvement and individual
differential atmosphere.
In this paper, the concepts, measurement dimensions, antecedents and outcome variables
of the three variables, namely, differential atmosphere, career call, and job involvement, are
straightened out by sorting out relevant research at home and abroad. Based on social
exchange theory, resource conservation theory and cognitive evaluation theory, this paper
studies the influence mechanism of three variables, namely, differential atmosphere, career
call and job involvement, and puts forward the model and hypothesis of this study. According
to the mature scale with high reliability and validity researched by scholars, the questionnaire
was randomly released. The final data was from 405 valid questionnaires. Through reliability
analysis, validity analysis, correlation analysis and regression analysis, empirical research on
the influence relationship between variables was conducted to test hypotheses.
The conclusions of this study are as follows: The difference order atmosphere has a
significant negative impact on work engagement; The difference atmosphere has a significant
negative effect on career calling; Job calling has a significant positive impact on job
involvement; The differential atmosphere has an impact on work engagement through career
calling, which is part of the intermediary. From a theoretical point of view, first, the concept
adopted in this paper is different from the concept of leader member exchange difference in
Western society. It focuses on the differential atmosphere in line with the local situation, and
studies the impact of the differential treatment phenomenon with Chinese characteristics on
individual behavior and attitude; Secondly, it supplements the research results related to
differential atmosphere; Third, through the introduction of a new perspective on the role of
differential atmosphere mechanism. From a practical point of view, this paper can trigger
leaders to attach importance to the atmosphere of difference, improve the overall
comprehensive quality of the leadership, correctly supervise and guide the atmosphere of the
organizational environment, create an open, transparent, fair and just enterprise atmosphere,
pay attention to the dynamic changes of employees; career calls, and establish a training
mechanism within the organization.
Keywords: Differential Atmosphere; Career Calling; Work Engagement
II