审计师的故事asemlllhub.ppt

Facilitating individual creativity through human resource practices: An employee’s perspective Jian-Min Sun De-Pin Yang Department of Psychology Renmin University of China Renmin University of China Founded in 1937 Mainly liberal arts Sciences Ranked on the top 5 in China (among 1000) Leading faculty: Law, Journalism, Economics, Sociology, humanity, Business, etc. 19,000 full-time and 25,000 part time students Exchange or joint programs with Harvard, Yale, Columbia, Cornell, Michigan State, etc Abstract This is an explorative study (first phase of a large project) on the perception of employee about what HRM practices could facilitate individual creativity within organizations. Data were collected through in-depth interview, open-ended questionnaire and classified by subject experts 7 dimensions with 79 positive and 37 negative practices are identified Implications for workplace learning are discussed Introduction Organizational innovation has been a hot topic in both the academic and practical fields (Ford Gioia, 1995; Hage, 1999). Creativity is the seed of all innovation (Amabile, Conti, et al, 1996) Organizational innovation could be improved by enhancing individual creativity. Introduction (Cont.) How to motivate employees to implement their creativity and to further improve organizational innovation is becoming an urgent challenge faced by most organizations (Amabile，Conti, et al, 1996；Anderson，1998；Mumford，2002)。 The main obstacles for creativity of Chinese knowledge workers are the lack of willingness (motivation), instead of the shortage of creative ability (Sun, 2007). Introduction (cont.) The traditional psychological approach to creativity focuses on the characteristics of creative persons (e.g. Barron, 1955, MacKinnon, 1965; Torrance, 1988; Sternberg, 1995). Introduction (Cont.) Scholars began to emphasize the role of environment that could influence creativity either positively or negatively since 1980s. (Gryskiewicz Hills,1992; ISaksen，Mu