Provide an example of opening report model essay for reference only. You can ask me if you don't understand anything. I hope it will be helpful for your opening report writing. You can start writing according to the following parts:

Theoretical significance refers to the significance of the construction and research of the theoretical system of the discipline, which mainly depends on the professional background of the individual;

Practical significance refers to the significance of application, for example, it can be used as a reference for psychological counseling and school mental health classes to arouse the attention of the whole society to family education.

The practical significance of this graduation thesis research.

The problem to be solved in this study is how to encourage employees to show inhibitory protest behavior. The conclusion of this study can provide the following three suggestions for organizational management practice: First, the high-quality relationship between employees and their immediate superiors can promote employees' restraining admonition behavior, so it is very important to implement measures to cultivate high-quality relationships between employees and their immediate superiors in organizational management practice. From a broader perspective, it shows that the direct supervisor of the work team has a great influence on the performance of employees' inhibitory exhortation behavior. Therefore, from the perspective of direct superiors, the conclusion of this study has three implications for organizational management practice:

First of all, direct supervisors can cultivate high-quality relationships with employees (such as Burrisetal. , 2008), can reduce employees' worries before remonstrance and stimulate them to show more restrained remonstrance behavior. Secondly, the direct supervisor's feedback to the admonisher is also worth considering, and appropriate behavior feedback will in turn encourage employees to restrain the admonisher's behavior. For example, leaders should affirm employees' remonstrance behavior even if they don't adopt opinions, otherwise it will dampen employees' enthusiasm. Finally, organize training courses for leaders, so that leaders can understand the value of diverse opinions and opinions of team members for team operation, and let leaders develop an acceptance attitude towards employee suggestions.

Second, it is of great significance to establish a high degree of team identity. Building employees' sense of identity with the team is a long-term and uninterrupted task. From the beginning of employees joining the team to working in the team for a long time, we should constantly emphasize employees' sense of identity. Especially when new employees join the team, the process of organizational socialization they go through is very important for shaping team identity (Hogg, 200 1). The successful process of organizational socialization will enable employees to incorporate team identity into their self-concept at the first time, which will play a decisive role in employees' deeper identity with the team. In the subsequent long-term team interaction, managers should not forget to strengthen their personal sense of identity with the team. At this time, carrying out team activities and setting the same team goals can strengthen individual team identity (mael &; Ashforth, 1992).

Third, self-censorship will hinder employees' restraining admonition behavior. In real organizations, managers should take measures to create a positive and open atmosphere, enhance employees' psychological security (Kahn, 1990), and reduce employees' self-censorship. Only when individuals perceive that there is a positive atmosphere of remonstrance in the working environment can they experience less self-censorship, which is beneficial to remonstrance. In order to stimulate the restraining admonition behavior within the team, the work team should strive to establish a team atmosphere that supports employees' "abnormal" behavior.

Theoretical significance of this graduation thesis research.

This study provides important empirical materials for the development of the study of restraining admonition, and its theoretical significance is embodied in the following four aspects:

First of all, employees in an organization are often very aware of the problems existing in the surrounding working environment, workflow or task allocation within the team. Although they always talk about these issues in private, we rarely see employees protesting in public or in front of leaders (Milliken et al., 2003). Why can't employees' inner thoughts drive their willingness and behavior to protest? Based on the theory of planned behavior, this study discusses the above problems.

Since the theory of planned behavior (Ajzen, 199 1) was put forward, it has shown strong explanatory power and predictive power to the mechanism of individual "profit-making" behavior. As a rational person, whether an individual will make a certain behavior depends not only on the individual's attitude towards this behavior, but also on the subjective norms and behavior control perceived by the individual, which will also affect the individual's behavior intention and final behavior performance. Specific to the inhibitory remonstrance itself, although employees clearly know that remonstrance is a positive behavior that may be beneficial to the organization, expressing their inner worries and worries is likely to help the organization correct problems and achieve a higher level of output; However, based on the theory of planned behavior, whether the binding remonstrance can finally occur depends on whether the subjective norms (motivation clues) that employees perceive require them to do such behaviors, and whether they can effectively control the results of remonstrance and its influence (risk clues). Therefore, according to the basic framework of planned behavior theory, this study holds that team identity of employees, as an intrinsic motivation clue, will affect employees' inhibitory willingness and suggested behavior together with LMX as a sign of risk clue. The research conclusion verifies the explanatory power of the research model after the integration of "motivation clue" and "risk clue", and also lays a good foundation for the application and popularization of planned behavior theory in this field. Introducing the theory of planned behavior into the exploration of the antecedent mechanism of restraining remonstrance can help researchers break the limitation of focusing only on "risk" (or "motivation"), and systematically explore the antecedent variables and promoting factors that can prompt employees to remonstrate by considering the three factors mentioned in the theoretical framework of planned behavior (attitude, subjective norms and perceived behavior control).

Secondly, this study also provides a guiding research framework for exploring the out-of-role behavior of other "pro-social" employees in the future. As a typical employee's out-of-role behavior (VanDyne et al., 1995), the restraining and admonishing behavior has the characteristics of "pro-society" (that is, it is beneficial to the organization) and "impersonal" (that is, the positive effect on employees is not obvious); This feature makes the prosocial motivation of employees become very important in the process of driving these behaviors. As mentioned above, the prosocial motivation of employees can change the interest focus of employees before investing in these behaviors, and change the pattern that they paid more attention to personal interests than team interests in the past; Only when they really care about the goals or pursuits of the organization can the organization expect them to do more out-of-role behaviors that are beneficial to the organization, but it is difficult for the organization to give them corresponding rewards (Ellemers et al., 2004). This study verifies the influence of prosocial motivation (team identity) of employees on inhibitory persuasion behavior; Although the research conclusion does not verify the direct influence of team identity on admonition behavior, it still supports the moderating role of team identity in LMX and inhibitory admonition behavior. The level of team identity changes employees' sense of obligation to restrain remonstrance: when employees think they have more responsibility for remonstrance, they are more likely to remonstrate because of the reduction of risk level; If employees fundamentally think that remonstrance is an act that has nothing to do with themselves and does not help them, then even if their relationship with leaders is no matter how good, this high-quality exchange relationship is difficult to predict their inhibitory remonstrance. This result shows the important role of team identity as a motive factor in restraining remonstrance, and also suggests that in future research, when we pay attention to employees' prosocial behavior, we need to think more about and explore whether employees have prosocial motivation.

Thirdly, it integrates risk cues and motivation cues with more ecological validity, which has the same inhibitory warning effect and overcomes the analysis framework limited to risk cues in traditional research to some extent. In the past, the research on remonstrance mostly started with risk clues, and analyzed the role of direct superiors in reducing individuals' perception of social risks, and found that they promoted remonstrance (such as detert &; Burr is, 2007; Liu et al, 20 10). However, considering the uncertainty of the results of binding warnings, the explanatory power of this study is not enough only from the perspective of risk clues, especially for binding warnings. This is because it is difficult to judge personal results in advance and there is a high degree of uncertainty. Only when the individual's intrinsic motivation thinks that he has the responsibility to achieve the team goal can the low-level risk perceived by the individual significantly promote the persuasion behavior; However, when the individual's motivation is insufficient, he will not spend time on restraining and remonstrating against himself. Therefore, under the framework of planned behavior theory, this study integrates two parallel channels, risk clues and motivation clues, and analyzes their simultaneous effects on restraining exhortation. The results not only show the explanatory power of integrating risk clues and motivation clues to the inhibitory warning mechanism other than risk clues, but also show the rationality of the framework discussion based on the theory of planned behavior in this study.

Finally, on the basis of integrating risk clues and motivation clues, self-examination is introduced as an explanation mechanism for the decision-making process of exhortation or not. This study integrates two parallel channels: risk cues and motivation cues, and discusses the psychological process mechanism of LMX and team identity on inhibitory protests. Because of the huge social risks associated with the binding remonstrance, and the unpredictability and uncertainty of the profit results after remonstrance, we suggest that self-censorship oriented by "self-protection" may be the internal psychological mechanism to explain employees' fear of remonstrance. Our research supports this hypothesis, and to some extent reveals the process mechanism of restraining protests. Self-censorship, as a more direct psychological factor affecting the behavior of restraining exhortation, is very necessary to be included in the study of restraining exhortation, and more relevant discussions should be carried out in future research.