如何提高员工的工作热情，成为企业人力资源管理的重要议题。一方面，管理人员期待激发员工的工作热情以提升团队活力。另一方面，“干一行爱一行”也成为诸多员工渴求的工作状态。以往研究主要关注个体特征对员工工作热情的影响，缺乏对工作环境特征类前因变量的讨论。此外，通过探究在不同工作环境特征中发展起来的工作热情会对员工的后续行为产生怎样的影响，也能帮助我们更好的理解工作热情在工作场所中所扮演的角色。本研究围绕以上两个研究问题展开。

结合成就目标理论和工作热情的二元模型，本研究认为掌握型动机氛围可以帮助员工在胜任力、关系、自主性这三种需求上获得满足，并对自己的工作抱有更高的控制感，从而促进员工将工作自主的内化到自我身份认同中，产生和谐型热情。同时，在掌握型动机氛围中发展起来的和谐型热情也会激发员工积极投入工作、拓宽工作的边界，从而展现出主动工作行为。而绩效型动机氛围所带来的竞争压力会阻碍员工的三种基本需求的满足，并激发其焦虑感和紧张感。此时，员工在内部压力的驱使下对工作进行了受控型内化，从而产生强迫型工作热情。在绩效型氛围驱动下衍生出的强迫型热情则会进一步增加员工的不安全感并降低其道德感，员工因此更容易展现出亲工作不道德行为。

本研究通过一个问卷研究和一个实验研究验证以上假设。基于259个领导-下属配对数据的问卷研究结果（研究一）和174名MBA和硕士研究生的实验研究结果（研究二）均支持了我们的理论模型。研究结果表明，员工感知到的掌握型氛围可以显著正向影响其和谐型工作热情，员工感知到的绩效型氛围则会显著正向影响其强迫型工作热情。其次，和谐型工作热情中介了掌握型氛围与主动工作行为之间的正向关系，强迫型工作热情中介了绩效型氛围与亲工作不道德行为之间的正向关系。

通过将成就目标理论引入工作热情的研究中，本研究发现并验证了掌握型动机氛围和绩效型动机氛围分别对和谐型及强迫型工作热情的激发作用。同时，在不同动机氛围中发展起来的两种工作热情还会引导员工在工作中基于不同的行为模式获得更好的表现（主动工作行为和亲工作不道德行为）。研究结果既发现了工作场所中动机氛围对工作热情发展的重要影响，又描述了不同类型的工作热情所衍生出的具体行为，为管理实践提供了新的视角。

How to improve employees' work passion has become an important issue in enterprise human resource management. On the one hand, managers expect to stimulate employees’ work passion to enhance the vitality of the team. On the other hand, being able to be enthusiastic at work is also good for employees’ personal lives. Previous studies have mainly focused on the influence of individual characteristics on employees' work passion, and lacked discussions on the antecedent variables of work environment’s contextual characteristics. In addition, by exploring how developed work passion in different work condition affects the subsequent behavior of employees, it can also help us to better understand the role of work passion in the workplace. This study focuses on the above two research questions.
Combining achievement goal theory and the dualistic model of passion, this study proposed that perceived mastery climate can help the satisfaction of employees’ needs of competence, relationship and autonomy, as well as a higher sense of control over their work. Thus, employees internalize work into their self-identity autonomously and generate harmonious work passion. At the same time, harmonious work passion developed in mastery climate will facilitate employees to actively engage in work and broaden the boundaries of work, thereby showing proactive work behavior. However, perceived performance climate will hinder the satisfaction of employees’ three basic needs, and promote their anxiety and tension. At this time, driven by internal pressure, employees internalize their work compulsively, resulting in obsessive work passion. Obsessive work passion derived from the performance climate will further increase employees' insecurity and reduce their morality. Thus, employees are more likely to exhibit pro-job unethical behavior.
Drawing on achievement goal theory and the dualistic model of passion, this study identifies distinct contextual antecedents and subsequent work behaviors for employees’ harmonious and obsessive passion. Results from two studies—a survey study with 259 leader–subordinate dyads and an experimental study with 174 part-time master’s-level students—largely supported our theoretical model. First, employees will develop harmonious passion when they perceive the presence of a mastery climate, but will develop obsessive passion when they perceive the presence of a performance climate. Second, harmonious passion mediates the positive effect of mastery climate on employees’ proactive work behavior, whereas obsessive passion mediates the positive effect of performance climate on employees’ pro-job unethical behavior. Theoretical contributions and practical implications are also discussed.
By integrating achievement goal theory and the dualistic model of passion, this study demonstrated that harmonious passion will develop under mastery climate and obsessive passion rise up under performance climate. At the same time, we found that mastery climate increases proactive work behavior through activating employees’ harmonious passion and performance climate induces pro-job work behavior through activating employees’ obsessive passion. The results of the study not only found the important influence of motivational climate in the workplace on the development of work passion, but also described the specific behaviors derived from different types of work passion, providing a new perspective for management practice.