| In a contemporary society where economic globalization is unstoppable,labor diversification is a prominent feature of the workplace in the process of economic globalization.Diversified employees,if not properly managed,may cause suspicion,discrimination,hostility and conflict among employees,and ultimately limit employee and organizational performance.At the same time,market diversity has made the dynamics of the external environment and the uncertainty of competition increasingly strong.Enterprises want to seek production and development in a complex and volatile market environment,and innovation is the best choice for enterprises.Employee innovation is the foundation of business innovation.Diversified employees are the heterogeneous human resources of the enterprise.The differences in knowledge and experience among employees can effectively stimulate employee innovation.How to deal with the management challenges brought about by the proliferation of employees’ diversification,and to maximize employee promotion while avoiding the dilemma of diversification,has become one of the important issues facing enterprise management,especially one of the important issues of human resource management.What kind of human resource practice can effectively avoid the drawbacks of diversification,release the competitive advantage of diversified employees,and drive employee innovation to become the primary problem to be solved urgently.However,the smooth implementation of corporate human resources practice policies is inseparable from the support of leaders.As an organizational context factor,shared leadership can effectively guarantee the implementation effect of diversity-inclusive human resources practices.Second,employee innovation is a risky behavior that consumes resources.Employees reshape their job resources and job demands to promote employee innovation.Based on the above background,this thesis defines the connotation of diversity-inclusive human resource practice(DI-HRP)based on the nature of diversity-inclusive and human resource practice,and determines the composition of DI-HRP.In addition,based on the theory of resource conservation,this thesis explores the impact of DI-HRP on employee innovation behavior.At the same time,it discusses the mediating role of job crafting in this relationship,and the moderating effect of shared leadership on mediating and direct effects.The main contents of this thesis are as follows:(1)By combing and summarizing relevant literatures at home and abroad,this thesis defines and divides the concept of diversity-inclusive human resource practice(DI-HRP);(2)Based on the theory of resource conservation,based on combing and summarizing research results at home and abroad,construct the theoretical model of this thesis;(3)Using statistical software to conduct hypothesis testing on the sample data collected by the questionnaire,the conclusions of this study are obtained;(4)Summarize the full text and point out the innovation of this thesis as well as the limitations of the research and the future research direction.Taking 347 employees as samples,empirical research found that:(1)DI-HRP significantly positively affects employee innovation behavior;(2)Job crafting plays a mediating role in the relationship between DI-HRP and employee innovation behavior;(3)Shared leadership plays a moderating role in the relationship between DI-HRP and job crafting and employee innovation behavior.This thesis complements the literature on organizational inclusion practices and enriches the practice of directed human resources.At the same time,by discussing the internal mechanism and boundary conditions of DI-HRP affecting employee innovation behavior,the “black box” of human resource practice affecting employee innovation behavior is opened,which enriches the research perspective of job crafting and shared leadership.Finally,according to the research conclusions of this thesis,the targeted management suggestions are put forward,which provides reference for enterprise management practice. |
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