The Impact Mechanism Of Human Resource Attributions On Team Performance

Attribution theory holds that people always try to understand the world and its meaning to meet the prediction and control of the working environment and reduce uncertainty.Attribution is very common in real life.Similarly,employees in the organization attribute attributions to events in the workplace,but for a long time,the attribution in organizations has not been paid enough attention by scholars.Human resources policy practice(recruitment,training,salary and welfare,staff management methods,etc.)is an important working environment for employees.Employees will try to understand the management motivation of human resource practice,namely,make human resource attributions.Human resource attributions have important significance for the staff and the organization.It has been found that the staff of the organization who make positive attribution of human resource practices,have better health,greater job satisfaction,organizational loyalty and can create more and better work performance,which is conducive to long-term sustainable development of the organization.At present,the research on human resource attributions is still at the exploratory stage and remains on the individual level,ignoring the investigation of the shared human resources attributions on the group level.However,work team is widely used in modern organization.In a work team situation,team members communicate and interact with each other in a wide range of social interactions to understand each other's perceptions of organizational motivation.The shared human resource attributions are formed by collective sensemaking process within the team.Shared cognition helps to produce consistent attitudes and behavior,and the impact mechanism of the shared human resource attributions in a team remains to be further studied.This study first reviews the relevant literature and theory of human resource attributions,in-depth analyzes the relationship between team human resource attributions,team engagement,transformational leadership and team performance,constructs the theory model and research hypothesis of team human resource attributions on team performance on the team level.Secondly,through the small sample pre survey and revision of the questionnaire,we perform large-scale formal investigation to obtain the team data from leader and employee levels.SPSS and AMOS software are used to analyze the data to test the research hypothesis.Finally,according to the research results,the study puts forward suggestions and countermeasures about organization how to design and implement human resource management practice to improve team performance.The study inspires organization to uphold the employee-based management phylosophy,do well the propaganda of management phylosophy and the construction of team culture,and finally build a high-engagement and high-performance team.This study concludes that: 1 Team commitment-focused human resource attribution has a significant positive impact on team performance,which means that when team members generally attribute the motivation of organizational human resource management to improving employees' work quality and happiness,the team will have higher performance output.2 Team engagement has a complete mediating effect between team commitment-focused human resource attribution and team performance.This shows that the influence of team commitmentfocused human resource attribution on team performance is not direct,but it must be conducted through the mediating variable of team engagement.3 Transformational leadership positively regulates the influence of team commitment-focused human resource attribution on team performance,and the moderating effect is mediated by team engagement,which is mediated moderation effect.This means that team leaders should provide employees with more care,support,resources and incentives to establish trust and respect relationship with employees,which helps to achieve higher team performance.4 The influences of team control-focused human resource attribution on team engagement and team performance are not significant.