辱虐管理、心理安全感知与员工建言

基于中国组织情境中辱虐管理对员工建言行为影响的研究,认为企业上级领导实施辱虐管理,首先会削弱员工的心理安全感,继而影响员工建言行为,心理安全感知是辱虐管理与员工建言之间的关系的中介。此外,研究结论还表明,辱虐管理对心理安全感知的削弱作用会受到员工不确定性规避特质的影响,对于高不确定性规避的员工而言,企业上级领导实施辱虐管理,此类员工感受到的"心理不安全"更强。最后,以来自新疆维吾尔自治区2家石化企业中的258名员工和102名上级领导的配对数据验证了以上理论假设。     

Work overload and intimidation: The moderating role of resilience

Work overload is a critical but understudied stressor at work, particularly for boundary-spanning positions. Recent studies have highlighted the need for more research on the identification of different predictors of the use of intimidation, a type of assertive impression management tactic. Relying on Lazarus's transactional theory, this study hypothesized and investigated a mediated moderation model that includes resilience, work overload, and its outcomes.This paper contributes to the organizational literature by examining the use of intimidation by salespeople as a reaction to stressful circumstances and the association between this tactic and salespeople's performance. The information provided by 248 employee–supervisor dyads confirmed the proposed model. Work overload has a positive association with intimidation, and the direct effect of work overload on intimidation depends on the level of an employee's resilience. Finally, the use of intimidation has a negative association with supervisor-rated performance.     

Traditional Chinese leadership and employee voice behavior: A cross-level examination

To enhance the understanding of leadership influences on employee voice behavior, this study focused on traditional Chinese leadership (i.e., authoritarian leadership). We proposed that supervisor authoritarian leadership negatively affects employee voice behavior and manager authoritarian leadership has a cascading effect on such behavior through supervisor authoritarian leadership. Furthermore, these effects were either amplified or attenuated under different conditions (i.e., leader identification and power distance orientation). A cross-level investigation of voice behavior within 52 groups of employees from multiple Chinese companies in Beijing was conducted. The results showed that supervisor authoritarian leadership negatively affected employee voice behavior and mediated the negative relationship between manager authoritarian leadership and employee voice behavior. Leader identification moderated the indirect negative effect of manager authoritarian leadership on employee voice behavior via supervisor authoritarian leadership, while power distance orientation moderated the direct negative effect of supervisor authoritarian leadership on employee voice behavior.     

分布式领导、组织支持感与新生代员工主动性-被动性创新行为:基于上下级关系和价值观匹配的交互调节效应

新生代员工正逐渐成为企业的主力军,其创新意识和行为直接影响着企业发展的前景与未来。本文基于中国文化和组织情境,从员工个体创新动机视角将新生代员工创新行为归为主动和被动,以306名新生代员工为研究对象,验证了分布式领导对新生代员工不同性质创新行为的作用机制。研究结果表明:分布式领导与新生代员工主动性创新行为呈正相关关系,与其被动性创新行为呈负相关关系;组织支持感在分布式领导与新生代员工主动性-被动性创新行为之间具有中介作用;上下级关系和价值观匹配正向调节分布式领导与新生代员工组织支持感之间的关系,并进一步检验了有调节的中介效应。此外,上下级关系和价值观匹配的交互项调节了分布式领导与新生代员工组织支持感之间的关系。本文研究为企业如何指导新生代员工进行有效的创新实践提供了经验证据。     

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.     

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。     

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.     

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。     

The Role of Social Support in Coping during the Anticipatory Stage of Organizational Change: A Test of an Integrative Model

Few researchers have explored how employees use social support to cope during organizational change. The current research proposed and tested a model that integrates moderation and mediation effects in order to understand how perceived available support influences employees' use of support mobilization to deal with change‐related stress. Survey data were collected from 476 health professionals working in a large public hospital undergoing large‐scale change and downsizing. Moderated path analyses revealed evidence to suggest that perceived available support plays a moderated mediation role during coping with change. Support mobilization mediated the indirect relationship between change‐related stress and job satisfaction, at both low and high levels of perceived available colleague support. Perceived available non‐work support moderated the relationship between support mobilization and job satisfaction, and perceived available supervisor support moderated the relationship between change‐related stress and support mobilization. The direction of simple effects was not always as expected and alternative explanations for these unexpected findings are offered, along with practical implications for supervisors managing organizational change.     

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.     

Why does transformational leadership matter for employee turnover? A multi-foci social exchange perspective

Drawing on social exchange theory, the present study investigates the underlying mechanisms through which transformational leadership influences employee turnover. Leader–member exchange (LMX) and affective commitment (AC) are proposed as supervisor-based and organization-based social exchange mechanisms respectively, exemplifying how social exchange processes occur between an employee and his/her supervisor, and between the employee and his/her organization as a whole to underpin the effect of transformational leadership on turnover outcomes. Results of structural equation modeling on a sample of 490 full-time employees working in a large telecommunication company in the PRC provided support for the notion that transformational leadership is related to both social exchange mechanisms – LMX and AC – turnover intention and turnover behavior. Furthermore, the results revealed that AC rather than LMX mediated the link between transformational leadership and turnover intention. Turnover intention also only mediated the relationship between AC and turnover behavior over time.     

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.     

Social and economic leader–member exchange and employee creative behavior: The role of employee willingness to take risks and emotional carrying capacity

In the current study we explore the relational aspect of leadership for stimulating employee creative behavior. Drawing on leader-member exchange (LMX) theory, we propose that the association between two distinct types of leader-member exchange relationships (social [SLMX] and economic [ELMX]) and creative behavior is mediated by employee willingness to take risks and moderated by emotional carrying capacity. Based on two-wave data from a sample of 147 employees, we surprisingly find only marginal support for the association between SLMX and creative behavior, and, as expected, we find no support for the association between ELMX and creative behavior. We do find evidence of the full mediation of willingness to take risks in these two associations. Furthermore, we also find a positively significant interaction of SLMX with emotional carrying capacity (ECC), but no support for the interaction of ELMX with ECC in predicting employee creative behavior. We contribute to a deeper view of understanding the leadership of employee creativity as a relational process, contingent upon both employee characteristics as well as the nature of leader-member exchange.     

主动性-被动性员工创新行为:基于分布式领导的作用机制研究

员工创新是企业创新驱动的重要推动力和提升其核心竞争力的关键。当前中国组织情境中，存在着两种不同性质的员工创新行为：主动性员工创新行为和被动性员工创新行为，两者所产生的创新绩效存在巨大差异。然而，现有文献对被动性员工创新行为研究不足，理论研究已经无法适应实践的需要，因此，有必要将两种不同性质的员工创新行为放在一个框架下进行研究，以丰富创新行为的研究内涵。本文以新兴的领导发展取向——分布式领导为切入点，引入组织支持感作为中介变量，上下级关系和价值观匹配作为调节变量，构建了分布式领导对主动性-被动性员工创新行为的作用模型。为了验证该模型，以408名知识型员工为研究对象，通过多元回归分析的方法进行检验，研究结果发现：分布式领导对主动性员工创新行为具有正向影响，对被动性员工创新行为具有负向影响；组织支持感在分布式领导与主动性-被动性员工创新行为之间起中介作用；上下级关系和价值观匹配正向调节分布式领导与组织支持感之间的关系，并进一步验证了有调节的中介作用。同时，上下级关系和价值观匹配交互调节了分布式领导与组织支持感之间的关系。本文研究为解构中国创新管理实践中纷杂多样的创新行为提供了理论诠释，丰富了中国情境下的创新管理理论。     

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.     

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.     

The use of a personal development plan and the undertaking of learning activities,expertise-growth,flexibility and performance: the role of supporting assessment conditions

In the current search for tools that encourage and assess learning and development, personal development plans (PDPs) are being used ever more frequently by organizations. A PDP is an assessment tool used by the employee to reflect on, to document the competencies s/he has been working on and to present his/her plans for further development. This study conducted among employees working in a governmental organization in the Netherlands (N = 287) focused on the PDP practice as conceptualized by three supporting conditions: learning and reflection, information and feedback and the motivating supervisor. It examined which of these features enhance the undertaking of learning activities, expertise-growth, flexibility towards changing circumstances and performance. Results from the hierarchical regression analyses indicate that a motivating supervisor, information and feedback and reflection by the employee on the basis of his/her PDP affect whether or not a PDP contributes to the four measured output variables. Next, by conducting mediation analyses evidence is found for the mediating role of undertaking learning activities in the relation between the PDP practice and two output variables.     

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.     

The Pygmalion Process and Employee Creativity

The study examined the Pygmalion process for creativity among 140 R&D employees. Results generally supported the Pygmalion model. Supervisors holding higher expectations for employee creativity were perceived by employees as behaving more supportively of creativity. The effects of these behaviors on employee creative self-efficacy were mediated by employee view of creativity expectations. Creative self-efficacy mediated the effects of supervisor expectations, supervisor behaviors, and employee view, on creative performance. Implications for theory and practice are discussed.     

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.