团队中“投桃报李”的交换关系如何影响员工创新?——职场精神力与集体主义倾向的作用

创新是企业乃至国家兴旺发达的不竭动力,团队成员作为组织中员工交互最为频繁的社会交换关系,对员工创新极大产生影响。基于社会认同理论,构建一个有调节的中介模型,探究团队成员交换对员工创新行为的作用机制。运用SPSS 23.0和Amos 22.0对412份问卷进行分析,研究发现,团队成员交换以职场精神力为部分中介正向影响了员工创新行为,其中,集体主义倾向在上述关系中起到了调节作用,即员工集体主义倾向越高,团队成员交换对职场精神力的影响越大,从而对创新行为影响越大。研究结论在理论与实践上为组织创新管理和团队管理提供了重要的启示。     

推动员工创新的领导成员交换、团队成员交换作用机理研究

文章探索了企业创新中领导成员交换、团队成员交换对员工创新的作用机理,结论有助于深入理解员工创新的组织行为机理,并为企业的创新领导实践提供借鉴。     

团队成员交换与工作绩效的关系——工作投入的中介作用与集体主义的调节作用

团队工作模式已成为企业竞争优势的重要来源,其中,团队成员交换是重要的过程变量之一。本文采用社会交换理论,以44名管理者和271名下属的配对数据为样本,考察了团队成员交换对工作绩效的影响,以及工作投入和集体主义在以上关系中的作用。研究结果发现:团队成员交换对员工的工作绩效有显著的正向影响,员工的工作投入在团队成员交换与员工的工作绩效之间起完全中介作用,集体主义正向调节了团队成员交换和工作投入之间的关系。根据研究结论,提出了注重提升团队成员交换关系的质量、采取积极的措施增加员工的工作投入以及加强集体主义文化建设的管理建议。本文为研究中国情境下团队成员交换对员工工作绩效的影响提供了借鉴。     

领导成员交换、感知创新支持对员工创新行为的影响研究：内在动机的中介作用

本文以258名研发人员为调研对象,探究领导成员交换、感知创新支持通过内在动机的中介作用对员工创新行为的影响机理。研究结果表明：领导成员交换对感知创新支持产生正向影响;领导成员交换对员工创新行为产生正向影响,内在动机在领导成员交换与员工创新行为关系间起到部分中介作用;感知创新支持对员工创新行为产生正向影响,内在动机在感知创新支持与员工创新行为关系间起到部分中介作用。     

行高于人,众必非之？同事对“好公民”的贬损机制研究

本研究构建了同事对“好公民”进行社会贬损的过程机制和条件。基于社会比较理论,本研究认为旁观同事社会比较的过程中,容易受到“好公民”相对领导-成员交换关系的影响,产生妒忌情绪,继而使其对“好公民”施行社会贬损。采取全循环的研究设计,本研究对四时点的121个团队中的809对员工-同事配对数据进行了多水平路径分析。结果表明:组织公民行为与相对领导-成员交换关系呈正相关;相对领导-成员交换关系与职场妒忌呈倒U型关系;组织公民行为通过相对领导-成员交换关系的中介作用与职场妒忌呈倒U型关系;组织公民行为通过相对领导-成员交换关系和职场妒忌的链式中介作用与社会贬损呈倒U型关系;特质感恩在相对领导-成员交换关系与职场妒忌,以及组织公民行为与同事社会贬损之间具有负向调节作用。本研究揭示了旁观同事为何以及何时对“好公民”施行社会贬损,为组织有效防范“好公民”受到贬损提供理论指导。     

新生代员工组织政治知觉对离职倾向作用机制的研究——以心理契约破裂为中介

本文以新生代员工组织政治知觉为前因变量、以心理契约破裂为中介变量,研究其离职倾向.首先,通过文献回顾和理论推导构建了组织政治知觉、心理契约破裂、领导一成员交换关系对新生代员工离职倾向发生影响的理论模型.然后基于对483名新生代员工的问卷调查,考察了组织政治知觉对新生代员工离职倾向的影响,并检验了领导一成员交换关系的调节效应以及心理契约破裂的中介效应.实证研究结果表明新生代员工组织政治知觉和心理契约破裂显著影响离职倾向,心理契约破裂在组织政治知觉和离职倾向中起部分中介作用.领导-成员交换关系在组织政治知觉和心理契约破裂、心理契约破裂和离职倾向中均起负向调节作用.     

基于三元交互模型提升物流企业员工创新绩效的机制研究

基于社会认知理论,以物流企业员工为研究对象展开调研,探求数智时代物流企业员工创新绩效的提升机制,利用三元交互模型为物流企业员工的管理与培养提出策略建议。文章利用SPSS和Mplus分析发现:物流企业团队心理安全感显著正向影响创新绩效;创新动机在团队心理安全感与创新绩效间起部分中介作用;物流企业员工创新动机与创新绩效的关系受机会识别的调节。     

为什么枪打出头鸟?——和谐型激情、个体工作重塑对职场排斥的作用机制

基于自我决定理论和社会比较理论,本文探讨和谐型激情对职场排斥的作用机制,并考察工作情境强度的调节作用。对员工样本的分析发现：高和谐型激情员工更能主动进行个体工作重塑;个体工作重塑在和谐型激情和职场排斥之间发挥着中介作用;工作情境强度的清晰度、一致性、限制性和结果会削弱和谐型激情对个体工作重塑的正向作用。本文结论对于丰富工作激情、职场排斥理论以及指导团队管理实践具有一定现实意义。     

将创新内化为责任:变革型领导激发员工创新行为的新路径——一个有调节的中介模型

本文基于社会认知理论和计划行为理论,探讨建设性变革责任感在变革型领导激发员工创新行为过程中所发挥的中介作用机制,并依据社会交换理论分析中国文化情境下领导-成员交换对中介过程的调节作用机制。通过来自全国多个相对发达地区科技型企业的451份样本进行实证分析,研究结果表明,变革型领导对员工创新行为和建设性变革责任感均有显著正向影响,建设性变革责任感在变革型领导和员工创新行为之间发挥了中介作用,领导-成员交换在中介作用的第二阶段发挥了正向调节作用,进而发现了变革型领导激发员工创新行为的新路径——将创新内化为责任。     

领导成员交换关系对变革型领导有效性的影响

文章形成了领导—成员交换关系、变革型领导、员工工作绩效和组织公民行为之间的嵌套模型,并认为领导—成员交换关系是变革型领导、员工工作绩效和组织公民行为之间关系的中介变量。同时,通过引入我国企业中的案例来分析上述模型。最后,文章认为变革型领导行为要求形成高质量的领导—成员交换关系,而高质量的领导—成员交换关系又能进一步促进变革型领导的有效性。     

Leader humility,team job crafting and team creativity: The moderating role of leader–leader exchange

Despite an increasing number of studies on leader humility, the relationship between leader humility and team creativity needs further exploration. Using the connectionist network model, we propose that leader–leader exchange (LLX), the upward exchange relationship of a team's direct supervisor, moderates the effect of leader humility on team job crafting, and this in turn affects team creativity. We test our hypotheses using a sample of 286 employees in 59 teams with a multiple‐source, time‐lagged research design. Our conclusions are as follows: (a) for team leaders with high LLX, leader humility is positively related to team job crafting, whereas for team leaders with low LLX, the relationship between leader humility and team job crafting is negative; (b) team job crafting is positively related to team creativity and (c) team job crafting mediates the effect of the interaction between leader humility and LLX on team creativity.     

Linking work–family conflict to job attitudes: the mediating role of social exchange relationships

This study uses social exchange theory to develop a model of the processes linking work–family conflict to job attitudes. This model was tested on a sample of 236 employees in Taiwan's high-technology industry. The regression results revealed that perceived organizational support and leader–member exchange fully mediated the influence of work–family conflict on intentions to quit and affective organizational commitment, and partially mediated work–family conflict's influence on job satisfaction. The implications are discussed in this article.     

What threatens retail employees' thriving at work under leader‐member exchange? The role of store spatial crowding and team negative affective tone

Thriving at work is a positive psychological state that captures employees' joint experience of learning and vitality. Building on the socially embedded model of thriving , we first propose the positive relationship between leader‐member exchange (LMX) and retail employees' thriving at work. We then explore store spatial crowding as a contextual constraint on this relationship. To better reveal this contextual impact, we further contend that team negative affective tone mediates the cross‐level moderating effect of store spatial crowding on the LMX–thriving linkage. Using two‐wave survey data collected from retail employees and their store managers across 89 stores of a grocery retail chain, we found empirical evidence on our multilevel‐mediated moderation model. This study highlights the importance of considering wider contextual features as boundary conditions to thriving. Our results suggest theoretical modifications to the existing thriving model and offer implications on the practical interventions that retailing organizations can take to develop a thriving workforce.     

The interactive effect of LMX and LMX differentiation on followers’ job burnout: evidence from tourism industry in Hong Kong

Building on the conservation of resources theory, we posit that leader–member exchange (LMX) serves as a valued resource to reduce followers’ job burnout. Informed by the theoretical arguments of reference group theory and norm of equality, we further propose two sets of competing hypotheses to test whether LMX differentiation within teams enhances or dampens the effect of LMX on relieving job burnout. Using a sample of 288 travel agents in Hong Kong, we find a negative relationship between LMX and emotional exhaustion. In support of the prediction of norm of equality, the results show that the negative relationships between LMX and emotional exhaustion and between LMX and diminished sense of personal accomplishment were stronger when LMX differentiation was low. Implications for theory and managerial practice and future research directions are discussed.     

Exploring the interpersonal determinants of job embeddedness and voluntary turnover: A conservation of resources perspective

This paper draws on a conservation of resources perspective to understand employee voluntary turnover. We conceptualise voluntary turnover as an outcome of resource loss, and we view job embeddedness as an indication of resource levels. On the basis of this conceptualisation, we propose that workplace ostracism and leader–member exchange (LMX) affect voluntary turnover via job embeddedness. We also propose an interaction effect of workplace ostracism and LMX: Workplace ostracism increases voluntary turnover by depleting job embeddedness only when people experience high‐quality LMX. Data from 352 employees in a Chinese software company obtained through a three‐wave survey support our model. Our findings illuminate the resource consequences of interpersonal interactions on job embeddedness and voluntary turnover, and we offer practical implications for employee retention.     

Co‐workers' voice climate and affective commitment towards the team: A test of mediation and moderation

This article examines the consequences of co‐workers' voice climate, defined as a shared perception regarding how individuals who work together within the same unit and who do not have formal authority over each other judge the ability to participate in decision making inside teams. We argue that co‐workers' voice climate may influence individuals' perception of quality of social exchange with the team, operationalised through team–member exchange. These high‐quality exchanges with the team should, in turn, promote higher individual affective commitment towards the team. Furthermore, we hypothesised that the social exchange with the supervisor, operationalised through leader–member exchange, buffers the effect of co‐workers' voice climate on team–member exchange. These hypotheses were tested using a sample of 183 employees belonging to 31 teams. Our findings supported the theoretical model that was proposed, attesting to the importance of considering co‐workers' justice climate in the prediction of individual work attitudes. The theoretical and practical implications of these results are discussed.     

Are you really doing good things in your boss's eyes? Interactive effects of employee innovative work behavior and leader–member exchange on supervisory performance ratings

Organizations increasingly depend on employee efforts to innovate. However, the quality of relationships between leaders and employees may affect the recognition that employees receive for their innovative work behaviors. Drawing from a social cognition perspective, we tested a model in which leader–member exchange (LMX) moderates the impact of employee innovative work behavior on supervisory ratings of employee performance. Results from two multisource studies combining self, colleague, and supervisor ratings consistently showed that employees receive more favorable performance ratings by engaging in innovative work behavior when they have high‐quality LMX relationships. Moreover, we found that this interactive relationship was mediated by leader perceptions of innovative employee efforts, providing support for a moderated mediation model. Implications for the literatures on performance appraisal, LMX, and innovation are discussed.     

Fostering societal impact and job satisfaction: the role of performance management and leader–member exchange

ABSTRACT

Performance management (PM) can alienate employees from experiencing societal impact. This is problematic since societal impact influences employees’ job satisfaction. To avoid such unintended effects, we investigate two conditions under which PM could instead benefit the societal impact and job satisfaction of employees: consistency and leader-member exchange. Results show consistent PM fosters job satisfaction, mediated by societal impact and moderated by leader–member exchange. Public organizations should streamline expectations communicated through PM and constructive leader relationships could reinforce this process. By examining the conditions under which PM can avoid unintended effects on employees, we add to the debate on PM effectiveness.     

Reducing perceptions of overqualification and its impact on job satisfaction: the dual roles of interpersonal relationships at work

A sizeable portion of the working population perceives that they are overqualified for their jobs. This is problematic, given that research consistently shows that such beliefs translate into lower levels of job satisfaction. Hence, it behoves human resource management (HRM) scholars to identify factors that influence perceptions of overqualification and also moderators that may reduce the negative effect of perceived overqualification on job satisfaction. In this study, we present a moderated path model that posits that the quality of the relationships that employees hold with their leader and with their team is not only antecedents of perceived overqualification but it is also hypothesised to weaken the negative relationship between perceived overqualification and job satisfaction. Survey data that were gathered from two organisations in the Netherlands (n = 183) supported the model. Implications for theory and practice in HRM are discussed. © 2015 John Wiley & Sons Ltd