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。     

拒绝“内卷”:团队人际关系、工作需求创新对和谐型激情的作用机制

职场内卷现象受到多方关注,如何让员工持续热爱工作成为现实的命题。本文以自我决定理论及工作特征理论为依据,考察团队人际关系、员工团队心理安全感及工作需求创新对员工和谐型激情的作用机制。研究发现:高质量领导成员交换关系和团队成员交换关系能使员工产生团队心理安全感,团队心理安全感分别在领导成员交换关系及团队成员交换关系与和谐型激情之间起中介作用,工作需求创新调节了中介效应。因此,组织若欲令员工热爱工作,团队的“安全感”和工作的“新鲜感”同样重要,应着力在团队人际关系建设和工作设计方面提升员工的积极感知体验。研究结论对组织员工管理实践具有一定指导意义。     

基于社会交换理论的雇佣关系研究综述

长期以来,组织行为学领域里面对雇佣关系的研究主要是在社会交换理论的基础之上,从两个视角来进行的:一是从员工的角度研究双方责任认知的心理契约理论;二是从组织的角度研究雇佣关系策略的诱因/贡献模型。在对这两方面的文献进行收集和归类的基础之上,提出了未来对雇佣关系的研究同样可以基于社会交换理论,一方面可以同时从员工和组织两个角度进行双视角的雇佣关系研究;另一方面,可以进一步探究在两种视角下,不同的雇佣关系模式是通过何种途径来对员工和组织产生影响的。     

战略执行流程、中层经理战略承诺与员工绩效及态度——基于多案例的研究

本文通过分析多案例探索战略执行流程、中层经理战略承诺及员工绩效和态度的关系,构建了理论模型。研究发现:战略执行流程的人员和运营子流程对中层经理战略承诺水平有较大正向影响,而战略分解子流程对中层经理战略承诺影响不大;员工-组织关系(EOR)调节中层经理战略承诺水平对员工绩效和态度的影响:相互投入型EOR增强中层经理战略承诺水平对员工绩效和态度的正向影响;投资不足与准现货契约型EOR减弱中层经理战略承诺水平对员工绩效和态度的正向影响;过度投资型EOR提升中层经理战略承诺水平对员工绩效的正向影响,但对态度无调节作用。因此,中层经理应提高自身战略承诺水平,以获取较高的员工绩效和态度;高管层应以提高人员流程和运营流程成熟度为主,提高战略分解流程成熟度为辅来促进中层经理战略承诺水平的提升;企业应紧扣自身资源条件,全力构建相互投入型EOR,尽量规避准现货契约与投入不足型EOR的形成。     

组织依恋在组织投入与工作绩效之间的跨层次中介效应

组织依恋是研究员工—组织关系领域一个新的理论分支,指员工对组织的情感联结,用以解释员工对组织的信赖、归属和眷恋。通过深度访谈,发现组织投入是影响组织依恋的重要因素,但已有文献对二者的关系却研究不足。基于此,运用统计分析对组织投入与组织依恋的关系进行实证研究,并进一步分析组织依恋对工作绩效的影响作用。通过对35家企业的266份数据的跨层次分析,结果显示:组织投入对组织依恋以及组织依恋对工作绩效均有显著正向影响,同时组织依恋在组织投入与工作绩效之间起到跨层次的中介作用。基于研究结果,分别从组织和员工两个视角提出促进组织依恋的管理策略,以帮助企业更好地留住人才、激励人才,最终达到提升工作绩效的目的。     

组织职业生涯管理增加员工对组织的情感依附和联结的实证研究

文章通过实证研究发现,组织职业生涯管理中的公平晋升维度、培训维度和促进职业自我认识维度均对组织承诺有显著影响,而公平晋升、提供职业信息和指导以及促进职业自我认识三个维度对工作满意度有显著影响。工作满意度在组织职业生涯管理与组织承诺之间的关系中起部分中介作用。文章研究结论丰富了员工—组织关系和情感依附理论的相关内容,对企业的人力资源管理实线也有较强的指导意义。     

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。     

心理契约违背视角下的员工激励

组织通过控制员工的心理契约来达到激励员工的目的已经成为现代组织行为研究的一个新热点,也成为现代人力资源管理中员工激励的新视野.心理契约作为组织和员工之间内隐的相互期望,已经成为组织行为过程中员工和组织关系联系的纽带.     

悖论视角下伦理倾向匹配对追随者非伦理行为的影响

基于悖论视角,本研究探讨领导者-追随者伦理倾向匹配对追随者非伦理行为的影响。对304份匹配数据采用二次多项式回归及响应面分析发现:领导者-追随者伦理倾向一致时负向影响追随者非伦理行为,规则倾向一致相较于结果倾向一致,对追随者非伦理行为的负向影响更强;领导者-追随者伦理倾向不一致对追随者非伦理行为具有非对称影响;领导成员交换在伦理倾向匹配和非伦理行为的关系中起部分中介作用;组织信任在领导成员交换和追随者非伦理行为关系中起调节作用。因此,企业要减少员工的非伦理行为应实现优化匹配,重点发挥领导者的正向作用、注重追随者的个体伦理差异,重塑企业的信任制度。     

项目团队中上下级关系对领导授权行为的影响

在中国文化情境下,研究项目团队中的上下级关系主要考虑上司-下属关系和领导-成员交换两个方面。本文采用问卷调查法,筛选出72份领导和252份成员问卷作为样本,探讨了上司-下属关系、领导成员交换、组织正式度和领导授权行为的关系。通过相关性分析和回归方法分析发现,团队成员的上下级关系均对领导授权行为有正向影响,其中组织正式度在领导-成员交换与领导授权行为之间起调节作用,即组织正式度越高,领导-成员交换对领导授权行为的影响就越强。最后,本研究认为在中国文化情境下可以从发展良好私人关系、改善领导-成员交换质量、加强组织规范建设、营造和谐的组织氛围等方面来提高领导授权行为,进而实现组织绩效。     

领导—部属交换与员工组织公民行为：组织公平的缓冲作用实证研究

通过在上海、浙江等地按照“配比研究”的办法来选择研究样本进行结构化问卷调查，最终得到有效的主管／部属配对数据218条。据此，本研究采用验证性因子分析（CFA）、相关分析和层次回归分析法，检验了组织中领导—部属交换与组织公民行为的关系，以及组织公平在这一关系间的缓冲作用。研究结果表明：领导—部属交换与组织公民行为有显著的正相关；组织公平与组织公民行为有显著的正相关；组织公平对领导—部属交换和组织公民行为的关系具有一定程度的缓冲作用。     

Leader–member exchange as a moderator of the relationship between employee–organization exchange and affective commitment

While there is some evidence on the outcomes of employee–organization exchange relationships and leader–member exchange (LMX) relationships, less is known about their combined role as predictors of employee outcomes. Relying on a recent conceptualization of social leader–member exchange (SLMX) and economic leader–member exchange (ELMX) as two separate dimensions of LMX, the present study explored whether SLMX and ELMX moderate the associations between organizational social and economic exchange and affective commitment. The main finding was that the association between organizational economic exchange and affective commitment is attenuated by SLMX. In addition, a positive association between intrinsic motivation and affective commitment was also unveiled, suggesting that affective commitment is not only determined by the prosocial motivation emanating from social exchange relationships, but also from the intrinsic motivation inherent in the work itself.     

When affective well-being is empowered: the joint role of leader-member exchange and the employment relationship

HRM and the leader are often assumed to play a joint role in affecting employee reactions. In a multilevel, time-lagged study, we examined the joint role of the employment relationship and leader-member exchange (LMX). We tested whether this joint role is essential to when LMX leads to affective well-being via psychological empowerment. We build on HRM literature to expect that the relationship of LMX with psychological empowerment is stronger when the employment relationship is consistent with LMX quality. Results indicated that psychological empowerment mediates the relationship between LMX and affective well-being. This mediation is stronger for employees in a mutual investment employment relationship. The findings point at the importance of consistency of resources from the employment relationship and LMX. Nevertheless, the findings also suggest that resources from LMX compensate for employment relationships with low resources. Our findings contribute to scholars’ understanding of the joint role of HRM systems and leader behaviors.     

Having two bosses: considering the relationships between LMX,satisfaction with HR practices,and organizational commitment

This study went beyond previous research on leader–member exchange (LMX) by examining employees who are supervised by more than one boss. Using data from 122 PhDs from a Dutch university, this study had three research objectives. First, to examine the effects of PhDs' LMX with both their promoter and their assistant promoter on affective organizational commitment (AOC). Second, to examine the mediating role of satisfaction with human resource (HR) practices in the two LMX–AOC relationships. Since the promoter as the higher level boss has more influence on different HR practices the third objective was to examine whether the LMX–AOC relationship is stronger for the promoter than for the assistant promoter. The results showed that both promoter LMX and assistant promoter LMX were positively related to PhDs' AOC, and both relationships were fully mediated by PhDs' satisfaction with HR practices. As expected, these effects were significantly stronger for the promoter than for the assistant promoter.     

Leader–Member Exchange and Relational Quality in a Singapore Public Sector Organization

An objective of Singapore’s ongoing public sector reform (PS21) requires agencies to focus on getting the best out of its employees. One way of doing this is by creating a positive leader–member exchange (LMX) relationship, enabling supervisors to motivate their subordinates towards the development of organizational citizenship behaviours (OCBs). This article reports the extent of LMX and relational quality in a public sector agency experiencing PS21 reform and high staff turnover. In addition, we examined the effects of organizational justice perceptions and job satisfaction towards a subordinates’ OCB. A path model was developed to examine the relationships between LMX, organizational justice, job satisfaction, and OCB and tested by applying LMX theory. The path analysis results showed that LMX mediates the relationship between organizational justice perceptions and OCB. The results also showed that one’s job satisfaction led to higher level of OCB. The study findings have implications for theory and practice which have been presented in the discussion section.     

How do I trust thee? The employee‐organization relationship,supervisory support,and middle manager trust in the organization

Given the assumption that most employers would like to gain the trust of their employees, what would initiate this trust? This study explores the joint role of the employee‐organization relationship (EOR) and supervisory support in initiating trust among middle managers. The results from a study of 545 middle managers in China show that both EOR and supervisory support are important in creating trust, with supervisory support having a stronger influence than EOR. Further, supervisors play a synergistic role by accentuating the positive influence of the mutual investment EOR approach and attenuating the negative influence of the quasi‐spot contract EOR with the managers. Results reinforce the importance of both formal structure and social processes in cultivating employee trust in the organization. We discuss implications of these findings for future research and human resource management practices. © 2008 Wiley Periodicals, Inc.     

The impact of organizational and leader–member support on expatriate commitment

Using data from expatriates at MNC subsidiaries in China, this paper investigates the relationships between parent company and local subsidiary perceived organizational support (POS), leader–member exchange (LMX) and affective commitment of expatriates. The study examines the moderating effect of LMX in the relationships between both parent company and local subsidiary POS and affective commitment. Results support the relationships between both parent company and local subsidiary POS, LMX and the expatriate affective commitment, and the moderating effect of LMX in the relationships between parent company POS and affective commitment.     

If you're close with the leader,you must be a brownnose: The role of leader–member relationships in follower,leader, and coworker attributions of organizational citizenship behavior motives

Although scholars have recognized that organizational citizenship behavior (OCB) can be attributed to either self-serving or other-serving motives, little research has addressed the conditions under which different observers will make positive versus negative attributions for OCB. We draw on leader-member exchange (LMX) and attribution theories to propose that high-quality LMX relationships are associated with positive attributions of OCB motives by the follower and the leader but negative attributions of OCB motives by coworkers. We theorize that while high-quality LMX relationships are associated with attributions of pro-social and organizational concern motives by the follower and the leader, coworkers view OCB performed by those in high-quality LMX relationships as driven by impression management motives. We discuss implications for theory and research on OCB and LMX.     

视觉表象能力与汉字书写能力关系的研究

文章旨在探究视觉表象能力与汉字书写能力两者之间的关系。以某大学的45名学生为被试,使用视觉表象能力测验和自编的汉字书写材料分别测量被试的视觉表象能力和汉字书写能力,并将被试的书写结果交予汉字专家进行评分。实验结果表明:(1)视觉表象测验的总正确率与汉字书写不同维度(笔画、笔顺、流畅度、整体感)的得分均有显著性相关;(2)视觉表象子测验(表象保持、表象分辨、表象旋转)的正确率和汉字书写的不同维度(笔画、笔顺、流畅度、整体感、篇章布局)的得分分别有着不同程度的相关且相关性显著。     

Leader–member exchange,subordinate stewardship,and hierarchical governance

In this article, by integrating the institutional theory, leader–member exchange (LMX) theory, and stewardship theory, we propose a model of subordinate stewardship behaviors in organizational hierarchies and the resultant hierarchical governance structures. First, we develop propositions suggesting that the quality of LMX (supervisor–subordinate) is determined by three antecedents: leader characteristics, subordinate characteristics, and internal organizational context. The quality of LMX, in turn, affects the subordinate stewardship behaviors. Second, by integrating institutional theory and stewardship theory, we propose that the interaction between isomorphic pressures and the level of subordinate stewardship behaviors may result in four distinct types of hierarchical governance structures: isomorphic stewardship, isomorphic controls, firm-specific controls, and firm-specific stewardship. These governance mechanisms reflect the internal drive toward subordinate stewardship, while complying with the external norms of isomorphism. Thus, different types of governance structures may exist between and within firms. Implications of this model are discussed here.