差错管理氛围对团队绩效的影响分析

1、差错管理氛围对团队绩效的影响分析摘 要随着科技和时代的进步，企业的内外部环境动态变换，无时无刻不面临着新的机遇和挑战，个人独唱主义已经举步维艰，企业若是想要在这激烈的竞争中取得优势，必须将群体的智慧凝聚在一起，而团队的出现正适应这一发展趋势。团队目前是一种非常流行且实用的运作单位，其柔性和整合能力为企业带来活力，成为企业蓬勃发展的有效手段。但是复杂的外部环境导致企业发展的道路不会一帆风顺，并且团队的成员也非圣贤，不能保证团队的每一步都是正确无误的，所以差错的出现在所难免，那么团队整体对待差错的方式会在团队形成一种氛围，即差错管理氛围，这会促进成员之间分享差错，对差错及时地沟通，改善处理差错的方

2、式。差错的出现不可避免使得这种对待差错方式的共同感知更有实践意义，落实到团队的行为结果上即差错管理氛围对团队绩效的研究则更有必要进行。目前关于差错管理氛围与团队绩效的研究还不充分，因此差错管理氛围与团队绩效关系的作用机制和边界条件研究还有待探索。本文依据社会认知理论，试图进行基于团队集体效能感的中介作用下差错管理氛围对团队绩效之间的影响机制研究和谦卑型领导调节作用下差错管理氛围对团队集体效能感的影响机制研究。差错管理氛围会积极鼓励团队成员从差错中学习和进步，提升团队成员们的能力和技术，在没有批评和谩骂的环境下，其内心得到鼓励，实现自我进步的同时也会对其所在的团队有更多的认可，相信团队会有更好的

3、发展空间和更强的能力去面对新的任务和挑战，即团队集体效能感的提升。团队集体效能感的增加会正向促进团队成员们的行为，使其更加积极的投入工作，为团队创造新的绩效。团队领导作为团队的领袖人物，其类型引导着团队的走向，谦卑型领导作为一种新时代的领导风格，帮助团队成员更好地交流和学习，指导他们以积极的方式对待差错，增加对团队的信心，这在一定程度上会促进差错管理氛围对团队绩效过程影响机制。本文通过对差错管理氛围、团队集体效能感、谦卑型领导和团队绩效等相关文献研究的基础上，构建了理论模型，提出相应研究假设，采用问卷调查的方式，首先对本地企业进行调研和访谈，然后发放问卷。共调查了 92 个团队，447 份问卷

4、，之后运用 SPSS190 和 AMOS210 软件对样本数据进行统计和整理，得到本文的研究结果：（1）差错管理氛围对团队绩效有正向预测作用；（2）团队集体效能感会促进团队绩效；（3）团队集体效能感部分中介了差错管理氛围对团队绩效的正向预测作用；（4）谦卑型领导正向调节差错管理氛围和团队集体效能感之间的关系，谦卑型领导会放下自己身份，与团队成员共同进步，差错出现后帮助团队成员采用更加积极的方式对待，促使团队成员间可以更好地交流和学习，增加对团队认同，提升团队绩效。本研究的意义在于丰富了差错管理氛围团队层面的相关研究，应用社会认知理论，对团队绩效影响的过程机制进一步拓展。这对企业的团队管理和建设

5、，以及团队未来的发展方向提供了一定的借鉴和参考意义。关键词：差错管理氛围，团队集体效能感，谦卑型领导，团队绩效ABSTRACTthe internal and external environment of enterprise dynamic transformation, notevery hour and moment is facing new opportunities and challenges, solo nationalismhas been difficult, if they want to get the advantage, must be the wisdom of

6、 the grouptogether, and the team is adapt to this trend of development team There is a verypopular and practical operation of the unit, its flexibility and ability to integrate for thevitality of enterprises, an effective means of enterprise development But the cause ofthe complicated external envir

7、onment for enterprise development road will not be amember of the team and Everything is going smoothly, are not saints, can not guaranteethat every step team is correct so, the error can hardly be avoided, so the whole teamwill form error error management atmosphere in the team Error management wil

8、lpromote members of the positive atmosphere Share error, timely communication oferror, improve the processing error The errors of common perception appears morepractical significance inevitably makes the way to treat errors, the implementation ofteam behavior results that is error management atmosph

9、ere on team performance ismore necessaryThe current research on error management climate and team performance is notsufficient, so the mechanism and boundary conditions of research on the relationshipbetween error management atmosphere and team performance remains to be exploredBased on the social c

10、ognitive theory, attempts to explore the moderating role of teamcollective efficacy mediated the relationship between error management atmosphere andteam performance and humble leadership the error management team atmosphere andcollective efficacy Then the error management atmosphere will actively e

11、ncourageteam members team members of the argument is wrong, as the team members to learnfrom the errors and progress, enhance the team s capabilities and technologies, in theabsence of criticism and abuse of the environment, the heart is encouraged therealization of self progress at the same time th

12、ere will be more recognition of their team,believe that the capacity for development team will have better and stronger to face thenew president Service and challenges, enhance the team collective efficacy Teamcollective efficacy can positively promote the team members of the act, making it moreacti

13、vely involved in the work, creating a new performance for the team The team leaderhas a special individual as a key figure in the development team, the type of leadingteam to express smooth humble leadership as the new leadership style, help team members to better communicate and learn this sentence

14、 unfluent to guide them in apositive way to treat errors, to increase the team s confidence, which will promote themechanism of the effect of error management atmosphere on team performance in theprocess to a certain extentThrough this reading through the error management atmosphere, team collective

15、efficacy, the relevant literature based humble leadership and team performance and soon, to build the model, put forward the corresponding research hypothesis, by means ofquestionnaire, first of all to local enterprises research and interview, and questionnairesurvey of 92 A team should describe how

16、 team samples selected, reflect a certainscientific a total of 447 questionnaires after using SPSS190 and AMOS210 softwareon the sample data statistics and sorting, the results obtained in this paper: (1) errormanagement atmosphere has a positive effect on team performance; (2) team collectiveeffica

17、cy can promote team performance; (3) team collective efficacy partially mediatesthe error management atmosphere of positive effect on team performance; (4) thehumble leadership positive atmosphere and adjusting error management Therelationship between team collective efficacy, humble leadership will

18、 lay down theirown identity, humble leadership is a leadership style, team members and leaders cannot represent the common progress of errors after helping the team members to adopt amore active approach, the team members can better communicate and learn aboutgroup confidence, enhance team performan

19、ceThe significance of this study is to enrich the research on error management climateteam level, the application of social cognitive theory, mechanism of influence on teamperformance To further expand the enterprise management and team building, as wellas the development direction of the future tea

20、m provides a certain reference valueKey words: error management atmosphere; team collective efficacy; humbleleadership; team performance目录第 1 章 绪论1.1 研究背景近年来，随着信息技术的发展和经济的全球化，社会分工日益细化，许多企业将其发展由团队来承担，从 20 世纪 70 年代通用、丰田等公司将团队引入其生产开始，团队这一概念逐渐步入人们的视线。发展到现在，例如海尔的创客团队，以成就有梦想的团队为使命的韩都衣舍的小团队以及华为的狼性团队等，这些团队都

21、创造出众多的优秀成果。团队逐渐成为创造企业绩效、提升个人绩效和实现团队绩效的重要运作单位，这也是企业适应市场经济，实现与经济全球化接轨和走向国际发展的重要方式。团队的发展成为主流，那么团队的管理也成为了组织管理的核心内容，团队这种组织形式更有利于成员精准的理解自己的目标和团队的目标，协调自己的行为，积极的与他人沟通，进行资源共享，同时满足自我的发展和其他成员的需求，最终实现团队的绩效，达到1+12;的效果。但是由于日益复杂的外部环境和人类有限的理性，个人基本不可能避免差错的产生。古人云：人非的圣贤，孰能无过。;不可否认，差错会给团队带来负面的影响，对个人目标的实现，成员间的关系以及团队的绩效都

22、会产生不良后果。然而差错是不可避免的，这是每个人、每个团队都应正视的问题，那么对于差错的管理我们更要选择正确方式，保持一种积极的态度，为团队营造一个良好的差错管理氛围，让成员们在这种团队氛围中对差错进行思考，交流造成差错的原因，在差错中学习，不断获取新知识，提升处理差错的效率，减少差错的重复发生，从而实现团队绩效。目前关于差错管氛围的研究大多是组织层面的和个体层面的，对于团队层面的研究还有待丰富。20 世纪 70 年代，Bandura（1977）基于社会认知理论，结合行动主义和社会学习提出了自我效能感;，用于研究其对个体行为的影响。当个体组合成为团队时就会出现1+12 或 1+11.2 研究问题的提出1.3 研究意义1.3