陆玉梅 梅强 高鹏

摘 要：为驱动新生代员工产生更高的创新绩效，本文在激励机制框架下分析了员工主动性创新行为与被动性创新行为的决策过程和绩效差异。假设两种创新行为的本质区别在于利益博弈中的主导权不同，分别建立并求解了主动性创新行为和被动性创新行为决策模型，对决策结果进行了详细分析。研究表明，员工被动性创新行为可以因保留任务量的降低而产生额外的创新绩效，导致完全服从式创新向应付式创新转变;员工理想创新绩效转化率越高，主动性创新行为实现的创新绩效和经济收益越有可能大于应付式创新;两种创新行为绩效转化率差异较小时，双方可能均偏好于应付式创新，但前提是此时单位绩效激励强度高于主动性创新。当双方创新行为决策偏好不一致时，协调方向取决于创新总收益的大小。

关键词：新生代员工;创新行为;博弈主导权;创新绩效;决策偏好

中图分类号：F224.32文献标识码：A文章编号：1003-5192（2021）02-0090-07doi：10.11847/fj.40.2.90

Abstract：In order to drive new generation employees to produce higher innovation performance， the decision-making process of employees active and passive innovation and the differences of performance is analyzed under the framework of incentive mechanisms. Based on the assumption that the essential difference between the two innovative behaviors lies in the dominant power in the interest game， the decision models of active innovation behavior and passive innovation behavior are established and solved respectively， and the decision results are analyzed in detail.The results shows that， the passive innovation behavior can produce additional innovation performance due to the reduction of retention tasks， which makes employees innovation behavior change from completely obedient to coping behavior. The higher the conversion rate of ideal innovation performance is， the more likely the innovation performance and economy income achieved by active innovation behavior are to be higher than that of coping innovation. If the innovation efficiency gap between the two innovative behaviors is small， enterprises and employees may both prefer coping innovation， but the premise is that the incentive intensity is higher than that of initiative innovation. When the decision preferences of enterprises and employees are inconsistent， the direction of coordination depends on the total income of innovation.

Key words：new generation employees; innovation behavior; game dominance; innovation performance; decision preference

1 引言

盡管开放式创新越来越受到重视[1]，但内部员工仍然是企业创新的主要源泉[2，3]，员工创新行为激励机制的构建不可或缺[4～6]。通过实践发现，新生代员工创新行为大多带有主动性乃至越轨性特征，受到自我引导的角色定位、积极获取资源、影响和改造环境等动机因素的影响[7]，里程碑式的成果屡屡可见。例如3M公司的突破性产品透明胶带即为其年轻的技术人员理查·德鲁10多年“自发性”研发行为的成果[8]。……