中國民營科技企業面臨著歷史性的機遇與挑戰，其中最為關鍵的問題就是知識型員工或者說創新人才的管理。在知識經濟的當前，企業最重要的資產是知識人才及其產出的研發技術、創新模式等；在時代變革的巨大浪潮當中，知識型人才的專業知識能力、學習能力、市場回應能力、技術更新迭代能力、對有效資訊的識別能力、創新意識等等都是企業不可多得的寶貴資產。如何有效地管理知識型員工，發揮他們的能力，引導他們完成工作任務和創新活動，成為了許多企業管理者關注的問題。

從管理實踐角度，知識型員工的管理切入點在於其工作投入，因為該因素可以決定工作成果的成本、品質、效率的高低，影響個體工作績效的好壞，最後影響到團隊和組織的整體成效。領導和組織層面的管理因素都有可能影響知識型員工的工作投入。基於筆者自身的管理經驗，同時查閱相關理論文獻，初步識別出領導信任、組織支持和組織制度三大影響因素，並由此提出研究問題：第一，如何通過組織和領導管理實踐，提高員工的工作投入程度；第二，在提高員工的工作投入上，領導信任和組織支持如何發揮作用；第三，組織制度的有效性和高效性，是否能夠保證領導和組織管理實踐提高員工的工作投入？

筆者就職於一家從事光學零件及產品製造的大型民營科技企業，並擔任其中一家子公司的總經理職務，為了回答以上三個問題，筆者以自身所在企業為研究對象，通過定性和定量研究相結合的方式，開展研究工作，形成了本文的六大部分，具體內容如下：

第一部分，主要闡釋本論文的研究背景、研究問題、研究目的、研究意義、研究對象、研究內容、研究方法以及研究技術路線圖。筆者所在企業嚴格符合學術上和政策定義上的民營科技企業；受調查員工從事管理技術工作，符合知識型員工的定義。通過概括性介紹，交代研究基本框架。

第二部分，梳理工作投入、領導信任、組織支持和組織制度的相關理論文獻，使用管理學術語界定核心問題的理論構念。通過文獻綜述，對四個核心變量的內涵定義、測量工具和相關研究進行回顧，在理論上初步探明了研究核心變量的理論內涵。

第三部分，基於筆者的個人工作經驗以及案例公司的二手資料分析、現場觀察和半結構化訪談，識別出影響員工工作投入的關鍵要素。具體資料包括筆者個人總結，筆者現場觀察，案例企業的網站資訊、歷年年報、經營月報、年終總結和部分會議紀要，創始人所著書籍，針對4個子公司18名不同職級員工的訪談記錄等。最後根據管理實踐，總結領導信任、組織支持和組織制度的所扮演的角色，推測各要素之間的關係，提出相關命題，並為量化實證研究打好基礎。
第四部分，根據領導-成員交換理論、路徑-目標理論、替代性領導理論、工作要求-資源模型、信號理論等經典管理理論框架，對工作投入、領導信任、組織支持和組織制度四大核心變量的關係提出研究假設，最後構建了一個有調節的中介模型。

第五部分，基於案例企業年度員工調查的數據，開展實證研究。其中，核心變量的測量題目來自由商業咨詢公司的管理咨詢量表，該咨詢公司為案例企業長期合作夥伴，而該量表也在大量企業中得到應用。綜合考慮前人學者的學術量表以及核心構念的管理實踐表現，作者從該管理咨詢量表選取合適題目作為本研究核心變量的測量或者說操作性定義。筆者使用SPSS軟件對案例企業10,058名國內管理技術崗員工的回答進行了描述性統計分析、相關分析、量表效度檢驗、方差分析、t檢驗、回歸分析等統計分析，從而進行假設檢驗。結果發現：（1）領導信任與員工工作投入之間存在正向相關關係；（2）組織支持在領導信任與員工工作投入之間的關係中起中介作用；（3）組織制度對領導信任和工作投入之間的相關關係起負向調節作用，組織制度對組織支持和工作投入之間的相關關係起正向調節作用，且有調節的中介效應顯著。

第六部分，總結前文的主要發現，探討本文的研究貢獻、研究局限和研究展望，最後得出研究結論。

總體而言，本論文有三方面理論貢獻：（1）探究領導信任作為管理風格的作用機制，從而進一步認知民營科技企業中管理者的領導風格和領導角色問題，發掘應當通過領導信任和組織支持，發揮知識型員工個人主動性，最後提升其工作投入；（2）發掘組織制度的“雙刃劍”效應機制，再次回答領導者角色問題，並對企業“人治”與“法治”的傳統問題得出自身結論，通過組織制度的兩種相反的調節作用理解組織制度的保障作用；（3）拓展傳統理論框架的內涵與應用場景，豐富了領導-成員交換理論、信號理論在新背景中的應用和內涵。

針對與案例企業類似的民營科技企業，本論文也在知識型員工的管理方面提出建議：一方面，要建立互信氛圍，健全組織制度，提升員工敬業度；另一方面，需要創造知識型員工友好環境，從而提升企業核心競爭力。

Chinese private technology enterprises are facing historic opportunities and challenges, the most critical issue of which is the management of knowledge-based employees or innovative talents. In the current knowledge-based economy, the most important assets of enterprises are knowledge talents and their R&D technologies and innovation models. In the huge wave of changes of the times, the professional knowledge ability, learning ability, market response ability, ability to update and iterate technology, ability to identify effective information and innovative ideas of knowledge talents are valuable assets of enterprises. How to effectively manage knowledge workers, bring their abilities into play, and guide them to complete their work tasks and innovative activities has become a concern for many business managers.

From the perspective of management practice, the entry point for the management of knowledge workers is their work engagement, because this factor can determine the cost, quality, and efficiency of work results, affecting the individual performance and ultimately the overall effectiveness of the team and the organization. Both leadership and organizational management factors may affect the work engagement of knowledge workers. Based on the author’s own management experience and a review of relevant theoretical literature, the author have initially identified three major influencing factors: leadership trust, organizational support and organizational system, and thus put forward the following research questions: first, how to improve employees’ work engagement through organizational and leadership management practices; second, how leadership trust and organizational support can play a role in improving employees’ work engagement; third, whether the effectiveness and efficiency of organizational system ensure that leadership and organizational management practices improve employee engagement, or not?

In order to answer the above three questions, the author has taken his own company as an example and conducted a combination of qualitative and quantitative research to form the six major parts of this paper, as follows:

The first part explains the research background, research questions, research objectives, research significance, research subjects, research content, research methods, and research roadmap of this paper. The author’s enterprise strictly conforms to the academic and policy definition of a private technology enterprise; the investigated employees are engaged in management or technology work, which conforms to the definition of knowledge workers. The basic framework of the study is explained through a general introduction.

In the second part, the theoretical literature on work engagement, leadership trust, organizational support, and organizational systems is reviewed to define the theoretical constructs of the core issues. Through a literature review, the connotations of the four core variables, their measurement and related studies are reviewed, and the theoretical connotations of the core variables are initially explored in the study.

In the third part, based on the author’s personal work experience and secondary data analysis, on-site observation and semi-structured interviews in the case company, the key factors influencing employees’ work engagement are identified. The specific data include the author’s personal summary, the author’s on-site observations, the case company’s website information, annual reports, monthly management reports, year-end summaries, and some meeting minutes, books written by the founder, and interview records of 18 employees of different ranks in four subsidiaries. Finally, based on the management practices, the roles of leadership trust, organizational support, and organizational systems are summarized, the relationships among these elements are inferred, relevant propositions are made, and the foundation for quantitative empirical research is laid.

In the fourth part, based on the classical management theoretical frameworks such as leadership-member exchange theory, path-goal theory, substitute leadership theory, job demands-resources model, and signaling theory, we propose hypotheses on the relationships among the four core variables of work engagement, leadership trust, organizational support, and organizational system, and finally construct a moderated mediation model.

In the fifth part, the empirical study is conducted based on the data from the annual employee survey of the case companies. The core variables are measured by the management consulting scale of a business consulting firm, which is a long-term partner of the case company and has been applied in a large number of companies. Considering the academic scales of previous scholars and the performance of the core concepts in management practice, the authors selected appropriate questions from the management consulting scale as the measurement or operational definition of the core variables in this study. The author used SPSS software to conduct descriptive analysis, correlation analysis, scale validatioin, analysis of variance, t-test, and regression analysis on the responses of 10,058 domestic management or technology employees in the case company to conduct hypothesis testing. The results revealed that (1) there is a positive correlation between leadership trust and employee work engagement; (2) organizational support mediates the relationship between leadership trust and employee work engagement; (3) organizational system negatively moderates the correlation between leadership trust and work engagement, while it positively moderates the correlation between organizational support and work engagement, and the moderated mediating effect is significant.

In the sixth section, the author summarizes the main findings of the previous paper, explore the research contributions, limitations, and future research, then finally draw conclusions.

Overall, this paper has three theoretical contributions: (1) to explore the mechanism of leadership trust as a management style, so as to further understand the leadership style and leadership role of managers in private technology enterprises, and to discover the importance of leadership trust and organizational support to give full play to the personal initiative of knowledge workers, and finally to enhance their work engagement; (2) to discover the mechanism of “double-edged sword” effect of organizational system, to answer the leadership role question again, and to draw its own conclusion on the traditional issue of “rule by man” and “rule by law” in enterprises, and to understand the role of the organizational system through the two opposite moderating effects; (3) to expand the connotation and application of the traditional theoretical framework, for example enriching the application and connotation of leadership-member exchange theory and signal theory in the new context.

For private technology enterprises similar to the case enterprises, the author also gives suggestions in the management of knowledge workers: on the one hand, it is necessary to establish an atmosphere of mutual trust, improve the organizational system, and enhance employee work engagement; on the other hand, it is necessary to create a knowledge-worker-friendly environment so as to enhance the core competitiveness of the enterprise.