In the hearts and minds of employees: A model of pre-adoptive appraisal toward artificial intelligence in organizations

Organizations face increasing pressure to implement artificial intelligence (AI) within a variety of business processes and functions. Many perceived benefits surround AI, but a considerable amount of trepidation also exists because of the potential of AI to replace human employees and dehumanize work. Questions regarding the future of work in the age of AI are particularly salient in pre-adoption organizations, before employees have the opportunity to gain direct experience with AI. To cope with this potentially stressful situation, employees engage in cognitive appraisal processes based on their own knowledge and personal use of AI. These pre-adoptive appraisals of AI influence both affective and cognitive attitudes, which in turn trigger behavioral responses that influence an organization’s ability to leverage AI successfully. Our survey of 363 Taiwanese employees shows that perceptions of AI’s operational and cognitive capabilities are positively related to affective and cognitive attitudes toward AI, while concerns regarding AI have a negative relationship with affective attitude only. Interaction effects of employee knowledge and affective attitude are also observed. This work’s main contribution lies in the development of an empirically-tested model of the potential impact of AI on organizations from an employee perspective in the pre-adoption phase. These results have practical implications for how organizations prepare for the arrival of this transformative technology.     

企业员工培训易产生的误区及对策思路

本文分析了当前我国很多企业在员工培训工作中容易产生的一些误区,针对这些误区提出了相应建议和对策。     

I’m New…Again: Reconceptualizing the Socialization Process Through Rotational Programs

Communication scholars have studied how organizations socialize new employees in breadth, but we know less about how employees adapt to multiple roles rather than just one position. With the rise of rotational programs, which introduce newcomers to several different jobs within a brief time, socialization theory should be expanded. This study focused on people’s experiences in rotational programs to provide a more accurate picture of this complex socialization process. Longitudinal, qualitative data from employees during their first and second job rotation revealed that such employees’ socialization differs from traditional employees’ experiences. The results suggested a Model of Rotational Socialization that more accurately portrays the socialization process by accounting for the contrast between role and organizational socialization.     

广州市企事业职员及公务员体质健康现状分析

本文通过对4525名广州市企事业职员及公务员进行体质健康测试,按年龄、性别分组,并以同性别不同年龄组进行纵向比较,分析其状况和特点,为该群体提供科学健身指导、提高体质健康水平。结果显示男性BMI在30-34岁及往后年龄段的平均值超过了24;男、女握力指标在45-49年龄段之后显著下降(P<0.01);男性的握力、坐位体前屈、闭眼单脚站立和选择反应时不达标比例超过30%。广州市企事业职员及公务员群体主要存在上肢肌肉力量偏低、柔韧性较差、反应偏慢、BMI超标等问题。除常规体检外,建议定期进行体质健康测试,不断提高健康素养和体质健康水平。     

企业员工数字能力的影响因素及其作用路径

突破目前关于个体数字能力影响因素研究中以单一因素为主,且缺乏对企业员工数字能力影响因素分析的局限,考虑多因素对结果变量的联合作用,利用定性和定量研究相结合的优势,揭示影响企业员工数字能力的因素及途径。选取53名访谈对象,首先运用扎根理论的编码方法提炼影响企业员工数字能力的关键因素,再基于组态视角,运用模糊集定性比较分析方法开展影响路径构型分析。结果表明：企业员工数字能力是多种因素共同影响的结果,主要包括个人、组织和技术3个层面,将这三方面因素作为条件变量得到自我驱动型、全面协同型、环境影响型和技术驱动型4种类型的影响路径,其中自我驱动型和全面协同型路径的影响作用要远远大于环境影响型和技术驱动型路径。因此,在提升员工数字能力方面,企业应立足于员工自我驱动或有效发挥个人、组织和技术因素的协调整合作用,同时要结合自身实际对员工队伍、组织和技术因素现状进行客观分析,采取有针对性的措施。     

企业员工交叉培训研究

企业交叉培训是在员工熟悉并能胜任自己所在岗位的基本工作基础上,有组织有计划地对员工进行其他相关工作岗位内容的培训。交叉培训通过增加企业员工的职务间知识这一作用机制,不仅对企业的发展产生重要的作用,对员工职业生涯发展也起到极大的促进作用。企业员工交叉培训的步骤与流程一般包括准备阶段、实施阶段以及评估阶段。     

基于大五人格的企业员工创新行为研究

作为组织创新的基础,员工的创新行为直接关系到企业的生存和发展。文章通过选取北京和河南地区10家企业的员工为调查样本,探索了员工创新行为的内涵,在此基础上深入分析了员工大五人格与创新行为的关系,结果表明,员工的人格特质中的认真性、开放性和外向性对创新行为均具有显著影响,研究结论对企业甄选、用好和开发具有创新能力的员工具有重要意义。     

Relating Intercultural Communication Sensitivity to Conflict Management Styles,Technology Use,and Organizational Communication Satisfaction in Multinational Organizations in China

This research examines intercultural communication sensitivity in relation to other organizational communication factors in China branches of multinational corporations. We found minor differences existed between Chinese employees with overseas living experience vs. those without any overseas living experience with respect to their intercultural communication sensitivity, conflict management style, technology use, and organizational communication satisfaction. Chinese employees with a higher level of intercultural sensitivity were more satisfied with their organizational communication, tended to use control and solution-oriented conflict management styles, and used different communication technologies in organizational settings.