效忠主管与员工工作绩效的关系:反馈寻求行为和权力距离的影响

效忠主管一直是华人组织经久不衰的议题,尽管已有文献认为员工效忠主管有助于提升其工作绩效,然而关于效忠主管通过怎样的具体机制来影响员工工作绩效却并未得到系统的阐释。本文以14家企业的360名员工为样本,探讨了效忠主管对工作绩效的影响机制,尤其是研究员工反馈寻求行为在其中的中介作用及员工权力距离的调节作用。分析结果表明,效忠主管对员工工作绩效、反馈寻求行为都有显著的正向影响;反馈寻求行为在效忠主管与工作绩效关系中起完全中介作用。另外,员工的权力距离负向调节了效忠主管与反馈寻求行为的正相关关系,即员工的权力距离越低,两者的正向相关关系越强。     

Exploring the role of supervisor trust in the associations between multiple sources of relationship conflict and organizational citizenship behavior

We develop and test a model that builds directly on social exchange theory to predict different roles for supervisor trust in the relationships between organizational citizenship behavior and relationship conflict occurring between supervisors and subordinates and between peers. Specifically, we posit that the association between citizenship behavior and relationship conflict between employees and supervisors is mediated by supervisor trust, while the association between citizenship behaviors and relationship conflict occurring between peers is moderated by supervisor trust. We test our dual role for supervisor trust in a field study of 160 supervisor–employee dyads. Results support the different roles played by supervisor trust. We close by discussing the implications of our results for theory and practice in the relationship conflict and citizenship domains.     

The moderating effect of political skill on the demographic dissimilarity — Leader–member exchange quality relationship

LMX theorists have long argued that similarity between supervisors and subordinates will lead to the development of higher quality leader–member exchange (LMX) relationships. However, studies that have examined the impact of similarity on these relationships have found mixed results, suggesting the need for examining moderators. The purpose of the present study was to examine the impact of subordinates' political skill on the relationship between supervisor–subordinate racial similarity/dissimilarity (RSD) and the quality of LMX relationships. The sample consisted of 189 participants in a retail service organization. The results indicate that political skill is a significant moderator, and plays a substantial role in LMX relationship quality for racially dissimilar supervisor–subordinate dyads. The strengths and limitations of the study, and directions for future research are discussed.     

The contribution of supervisor behaviour to employee psychological well-being

Many employees affirm that supervisors affect employee well-being, and research has demonstrated associations between supervisor behaviour and employee psychological well-being. However, what hasn't been clear is the extent to which the association with supervisor behaviour compares with that of other variables known to affect well-being. This exploratory study addresses that issue. Our hypothesis was that supervisor behaviour can contribute to the prediction of psychiatric disturbance beyond the contribution of other influential variables. We created a new, questionnaire-based instrument to measure supervisor behaviour. We tested our hypothesis using stepwise regression with a convenience sample of 167 men and women working in a variety of organizations, occupations, and industries in the USA. Results supported our hypothesis: supervisor behaviour made a statistically significant contribution to the prediction of psychiatric disturbance beyond a step-one variate comprised of age, health practices, support from other people at work, support from home, stressful life events, and stressful work events. This provides additional evidence that supervisor behaviour can affect employee well-being and suggests that those seeking to create healthier workplaces should not neglect supervision. We believe that there is now ample justification for those concerned with psychosocial working conditions to consider supervisor behaviour as a potentially influential variable.

Furthermore, we believe that we have presented a new instrument for assessing supervisor behaviour that has the potential to be of value in future studies.     

Righting a wrong: Retaliation on a voodoo doll symbolizing an abusive supervisor restores justice

When a subordinate receives abusive treatment from a supervisor, a natural response is to retaliate against the supervisor. Although retaliation is dysfunctional and should be discouraged, we examine the potential functional role retaliation plays in terms of alleviating the negative consequences of abusive supervision on subordinate justice perceptions. Based on the notion that retaliation following mistreatment can restore justice for victims, we propose a model whereby retaliation following abusive supervision alleviates the negative effect of abusive supervision on subordinate justice perceptions. In two experimental studies (Study 1 and 2), whereby we manipulated abusive supervision and subordinate symbolic retaliation—in particular, harming a voodoo doll that represents the abusive supervisor—we found general support for our predictions. Theoretical and practical implications are discussed.     

The contribution of supervisor behaviour to employee psychological well-being

Many employees affirm that supervisors affect employee well-being, and research has demonstrated associations between supervisor behaviour and employee psychological well-being. However, what hasn't been clear is the extent to which the association with supervisor behaviour compares with that of other variables known to affect well-being. This exploratory study addresses that issue. Our hypothesis was that supervisor behaviour can contribute to the prediction of psychiatric disturbance beyond the contribution of other influential variables. We created a new, questionnaire-based instrument to measure supervisor behaviour. We tested our hypothesis using stepwise regression with a convenience sample of 167 men and women working in a variety of organizations, occupations, and industries in the USA. Results supported our hypothesis: supervisor behaviour made a statistically significant contribution to the prediction of psychiatric disturbance beyond a step-one variate comprised of age, health practices, support from other people at work, support from home, stressful life events, and stressful work events. This provides additional evidence that supervisor behaviour can affect employee well-being and suggests that those seeking to create healthier workplaces should not neglect supervision. We believe that there is now ample justification for those concerned with psychosocial working conditions to consider supervisor behaviour as a potentially influential variable.

Furthermore, we believe that we have presented a new instrument for assessing supervisor behaviour that has the potential to be of value in future studies.     

Unravelling the relationship between role overload and organizational citizenship behaviour: A test of mediating and moderating effects

Building on the conservation of resources theory and self-determination theory, the present study develops and tests a moderated mediation model of organizational citizenship behaviour, in which a) emotional exhaustion serves as a mediating mechanism linking role overload with organizational citizenship behaviour, and b) supervisor autonomy support moderates the relationship between role overload and organizational citizenship behaviour through emotional exhaustion. Results of a time-lagged study of 144 workers from various Canadian organizations provided support for the hypothesized model: supervisor autonomy support buffered a negative effect of role overload on emotional exhaustion and, indirectly, organizational citizenship behaviour. This research sheds light on the intervening variables that may explain the relationship between challenge stressors and extra-role behaviours. It also provides information on managerial practices that may protect employees’ optimal functioning against an excessive workload.     

When do subordinates commit to their supervisors? Different effects of perceived supervisor integrity and support on Chinese and American employees

While subordinates' commitment to the supervisor is highly desirable, the routes to achieve this might vary in different cultures. Drawing on the theories of leader–member exchange (LMX) and cultural logic, this study posits different interaction effects for subordinates' perceived supervisor integrity and support on commitment to the supervisor in cultures with different expectations of personal integrity. The results indicate that an additive effect can be observed for American subordinates: perceived supervisor support increases commitment to the supervisor to a greater extent when a high degree of supervisor integrity is also perceived. In contrast, a compensatory effect can be observed for Chinese subordinates: perceived supervisor support increases commitment to the supervisor more when a lower degree of supervisor integrity is perceived. Our findings shed light on cultural differences in the psychological mechanisms of employees' relationship with their supervisors. Theoretical and practical implications for the effectiveness of Asian leadership are discussed.     

层级威胁视角下员工向上异议对主管阻抑的影响研究

基于社会层级理论,采用多时点与多来源数据收集策略,通过对351名员工与主管的配对数据,对员工向上异议与主管阻抑之间的内在作用机理和情境条件进行了分析探索。研究结果表明:员工向上异议与主管阻抑呈显著的正相关关系;主管层级威胁感知在员工向上异议与主管阻抑之间发挥中介作用;主管谦逊不仅负向调节着员工向上异议与主管层级威胁感知的直接效应,而且负向调节员工向上异议通过主管层级威胁感知对主管阻抑的间接效应。     

The Contingent Effects of Role Ambiguity and Role Novelty on Expatriates' Work‐related Outcomes

Research on work stress has highlighted its negative outcomes for both individuals and their employers. Overseas assignments are more stressful than domestic assignments, and their relatively high failure rates are well documented. We suggest, however, that certain types of stress can positively affect expatriate performance. Based on role theory and the distinction between hindrance and challenge stressors, we develop hypotheses regarding the influence of role ambiguity and role novelty on expatriate success. We also conceptualize and empirically investigate the moderating influence of expatriates' perceptions of organizational support and supervisor support. Our hypotheses are tested using a sample of 125 Japanese expatriate managers in Germany. We find that role ambiguity is a hindrance stressor and negatively affects job satisfaction and work adjustment, while role novelty acts as a challenge stressor and positively affects job satisfaction, task performance and work adjustment. Our findings also show that perceived organizational support attenuates the negative effects of role ambiguity on work adjustment and strengthens the positive effect of role novelty on job satisfaction. We also find that supervisor support positively moderates the positive effect of role novelty on job satisfaction and work adjustment.     

“Seeing” is retrieving: Recovering emotional content in leadership ratings through visualization

Our purpose was to develop a new method of questionnaire administration that better captures the role of affect and embodied cognitions in leadership ratings. Study 1 participants visualized their current work supervisor or a neutral stimulus and provided ratings of their work supervisor. Study 2 participants viewed a leadership event and made ratings of leadership and affect. Participants later made identical ratings after visualization. In both quasi-experiments, participants' affect was more strongly related to their leadership ratings following leader visualization. Study 2 showed that participants' leadership and affect ratings were more consistent with their initial ratings, and it showed better episodic memory recall following leader visualization.     

Supervisor commitment to employees: Does agreement among supervisors' and employees' perceptions matter?

Using 322 matched employee–supervisor dyads, we investigate how level and direction of employee–supervisor (dis)agreement on supervisor's affective commitment to the employee relate to organizational commitment, emotional exhaustion, leader–member exchange, and job performance. Results from polynomial regression and response surface analyses indicate that level of employee–supervisor agreement matters: the most beneficial outcomes appear when supervisors and employees agree that the supervisor is highly committed to the employee whereas the least favorable outcomes appear when dyads' members agree that the supervisor has low commitment to the employee. Direction of employee–supervisor disagreement is also important as employee overestimation of supervisor commitment is associated with more favorable outcomes than employee underestimation. However, for two of the outcomes (organizational commitment and emotional exhaustion), the effect of employee–supervisor disagreement was attributable to a main effect of employee perceptions of supervisor commitment. We discuss the implications of these findings for the understanding of employee–supervisor relationships.     

Relational commitments in employee–supervisor dyads and employee job performance

We investigated employee commitment to the supervisor and supervisor commitment to the employee within employee–supervisor dyads. We examined the relationships among four commitment mindsets (affective, normative, continuance-sacrifices, and continuance-alternatives) across members of the dyads and their relationships to employee job performance. Using a sample of 300 employee–supervisor dyads from health care organizations, HLM analyses revealed that supervisor positive commitments (i.e., affective, normative, continuance-sacrifices) generally related significantly to employee positive commitments. Moreover, supervisor commitment moderated the relationship of employee affective commitment to job performance, such that when supervisor affective, normative, and continuance-sacrifices commitments were high, the relationship between employee affective commitment and performance was weaker. We discuss the implications of these findings for the understanding of employee–supervisor relationships.     

Supervision mit Ehrenamtlichen

For a better understanding of the requirements for the supervision of staff members in “crisis hot line” (“Telefonseelsorge”) the organization structure and the specific setting of telephone counseling are presented. The motives of the voluntary staff members are proving to be various and they are transforming from an altruistic desire to be helpful towards an increased need for personal development. In co-operation with volunteers the supervisor plays a special role. In addition to the routine supervision the supervisor is continually working with the volunteers to increase their scope of the basic principles of professional counseling. Finally, practical supervisory work is illustrated with case studies including frequently discussed topics such as intervention in situations of an existential crisis and dealing with sexually motivated calls and repeat permanent calls.     

Development and Validation of a Multidimensional Measure of Family Supportive Supervisor Behaviors (FSSB)

Due to growing work-family demands, supervisors need to effectively exhibit family supportive supervisor behaviors (FSSB). Drawing on social support theory and using data from two samples of lower wage workers, the authors develop and validate a measure of FSSB, defined as behaviors exhibited by supervisors that are supportive of families. FSSB is conceptualized as a multidimensional superordinate construct with four subordinate dimensions: emotional support, instrumental support, role modeling behaviors, and creative work-family management. Results from multilevel confirmatory factor analyses and multilevel regression analyses provide evidence of construct, criterion-related, and incremental validity. The authors found FSSB to be significantly related to work-family conflict, work-family positive spillover, job satisfaction, and turnover intentions over and above measures of general supervisor support.     

How high-commitment HRM relates to PC violation and outcomes: The mediating role of supervisor support and PC fulfilment at individual and organizational levels

Psychological contract (PC) constitutes a theoretical framework for; explaining labor relationships, and it has been considered as a; mediation step between structural variables and processes and work and; organizational outcomes. Whereas PC (un)fulfillment; showed consistent relationships with variables such as job satisfaction, organizational commitment, performance, or absenteeism, the effects of PC; violation (emotional answers that develop after perceptions of PC; breach) have been less investigated. In addition, structural antecedents; of PC constructs had included Human Resources (HR) practices. This paper aims to extend; research on PC and its role as a mediator between HR practices and work; outcomes, both at individual and organizational levels. Specifically, we; examined the impact of human resource practices on employee performance; and sickness absences through a sequence of supervisor support, PC; fulfillment and PC violation. In a sample of 4648 employees from 214; companies of seven different countries, our results indicate that high-commitment; human resource practices were significantly and negatively; related to PC violation through supervisor support and positively to PC; fulfillment; in turn, PC violation was negatively related to employee; performance and positively to sick leave. These relationships at the; individual level were partially replicated at the organizational level, developing partial homologous models and showing that shared perceptions; about HR practices lead to shared perceptions on PC affecting collective; outcomes. Therefore, the findings shed new light on PC theory, regarding; the mediating role of PC constructs and negative emotions in the; relationships between HR practices and support from supervisors and performance at individual and organizational levels.     

Sins of the parents: Self-control as a buffer between supervisors' previous experience of family undermining and subordinates' perceptions of abusive supervision

Drawing upon social learning theory, the intergenerational transmission of violence hypothesis, and research on self-control, we develop a model of the relationships among previous experiences of family undermining, self-control, and abusive supervision. We tested the model with data obtained from supervisor–employee matched pairs in Study 1 and matched triads in Study 2. Results revealed that: 1) supervisors who experienced higher levels of family undermining (whether reported by the immediate supervisor or a sibling) during childhood are more likely to engage in abusive supervisory behaviors as adults; and 2) this relationship is moderated such that it is stronger for supervisors with low self-control. Overall, our results highlight the role of self-control in mitigating the impact of supervisors' previous experiences of family undermining on subordinate perceptions of abusive supervision, even after controlling for previously established antecedents.     

Organizational and supervisory justice effects on experienced threat during change: The moderating role of leader in-group representativeness

We explore the complex interplay between organizational justice and supervisory justice when predicting group members' threat perceptions in a context of organizational change. Based on the assumptions of relational models of procedural justice and prior research done in the multifoci justice framework, we hypothesize that the extent to which a supervisor is seen to embody and represent key in-group attributes will moderate the interaction between the supervisor's own interactional justice and the overall organizational procedural justice. Specifically, organizational justice is expected to decrease employees' feelings of threat particularly when the supervisor treats group members fairly and is perceived to be in-group representative rather than non-representative. We found support for this hypothesis across two studies, a cross-sectional survey and a scenario experiment. The findings confirm the particularly powerful role that an in-group representative leader's interactional fairness has in managing group members' responses to fundamental organizational processes. The implications for further research and practice are discussed.     

Merger-specific trust cues in the development of trust in new supervisors during an organizational merger: A naturally occurring quasi-experiment

Organizational mergers and subsequent restructurings often create situations in which employees are assigned a new supervisor and they start to form a new relationship. In this study, we investigated how the development of trust in a new supervisor is affected by trust cues specific to the merger context. We conducted a quasi-experiment using three-wave longitudinal data to follow the development of trust throughout two years. About half of the participants were assigned a new supervisor between pre-merger (Time 1) and first post-merger (Time 2) measurement time points, while the remaining participants continued to work with the same supervisor. Results showed that new supervisor's outgroup membership prior to the merger was negatively related, while favorable outgroup attitudes and perceptions of top management reliability were positively related to the development of trust. These cues were important especially in the early phase of the relationship but their relative importance decreased over time.     

Leader–member exchange (LMX), job autonomy,and creative work involvement

Researchers have claimed that high quality of supervisor–employee relationships (i.e., leader–member exchange; LMX) fosters creativity at work. Moreover, researchers have acknowledged that this relationship is not clear-cut but rather complex. The present study focused on the moderating role of job autonomy in the LMX-creative work involvement relationship. Longitudinal field survey data (N = 144) collected in a high-technology firm revealed a positive association between LMX and creative work involvement and confirmed our assumptions on the moderating role of job autonomy. The positive relationship between LMX and creative work involvement was stronger when employees experienced greater job autonomy. Our findings point to the importance of considering the interplay of both, the leader–member relationship and job design issues for increasing employees' creative work involvement.