农业经理人压力与合作社绩效关系的实证研究

引入农业经理人对于改善农民合作社的治理结构、提高组织人力资本存量、提升合作绩效有重要作用。然而,合作社复杂的决策程序、成员的小散化和日益激烈的竞争环境也可能让经理人面临巨大压力。为研究农业经理人压力对合作社绩效的影响关系,利用四川省207位合作社农业经理人的实地调查数据,采用结构方程模型的方法,从挑战性压力和阻碍性压力2个维度进行实证研究。结果表明:以工作负荷、职业发展为代表的挑战性压力的标准化路径系数值分别为0.204、0.259,对合作社绩效有显著的正向影响;以角色冲突为代表的阻碍性压力的标准化路径系数值为-0.276,对合作社绩效有显著的负向影响。不同的压力维度呈现不同的绩效属性,工作负荷、职业发展等挑战性压力有助于合作社的绩效的提升,而角色冲突等阻碍性压力则会降低合作社的绩效。因此,从合作社内部制度、外部环境和经理人自身3个方面提出缓解农业经理人压力并改善合作社绩效的建议。

Empirical study on relationship between agricultural manager pressure and cooperative performance

The introduction of agricultural managers played an important role in improving the governance structure of farmer cooperatives, enhancing the organization's human capital stock and the cooperation performance. However, complex decision-making processes, fragmented membership and an increasingly competitive environment can also put managers under pressure. Based on the field survey data of 207 cooperative agricultural managers in Sichuan province, the relationship between the pressure of agricultural managers and the performance of farmer cooperatives was studied from the two dimensions of challenge and obstacle by using the structural equation model. The results showed that the standardized path coefficient values of challenging pressure represented by workload and career development were 0.204 and 0.259, respectively, which had a significant positive impact on cooperative performance. The standardized path coefficient value of obstructive pressure represented by role conflict was -0.276, which had a significant negative impact on cooperative performance. Different dimensions of stress present different performance attributes. Challenging pressures such as workload and career development contribute to the improvement of cooperative performance, while hindering pressures such as role conflict reduce the performance of cooperative. Therefore, suggestions were put forward to alleviate the pressure of agricultural managers and improve the performance of cooperatives from three aspects internal system, external environment and managers themselves.