自豪还是焦虑?感知上级信任的双刃剑效应研究

在组织管理中,上级信任作为组织内部"软控制"的核心要素,能够激发下属积极性并提升绩效。然而,有学者质疑,员工在感知到上级信任之后就一定会快乐吗?为了回应这个问题,本文基于情绪认知评价理论,提出感知上级信任的两个维度存在双刃剑效应:一方面,当员工感知到上级的依赖时,会产生自豪,进而从事更多的主动性行为;另一方面,当员工感知到上级的披露时,会产生焦虑,进而表现出更多的工作退缩行为。通过对各个行业216名在职员工的三阶段配对数据进行回归分析,本文提出的双中介模型获得了数据的支持。本研究的发现有利于从新的研究视角来认识感知上级信任的双刃剑效应,引导管理者合理表达信任,以激发下属主动性行为,规避退缩行为。     

Voices unspoken? Understanding how gay employees co-construct a climate of voice/silence in organisations

Abstract

This study aimed to understand how the individual actions of gay employees influence the development of a climate of voice/silence in the workplace. We conducted a qualitative study using semi-structured interviews with male and female homosexuals. The results reveal two types of boundary tactics (micro-level and structural) that our research participants used to promote their ideal level of separation or integration of their personal and professional identities. Our grounded theory demonstrates that whereas structural boundary tactics promote respect and a climate of voice, micro-level boundary tactics soften conflicts in the short term but solidify a climate of silence from a long-term perspective. We also propose that the insufficiency of institutional mechanisms to support gay people’s right to have a voice at work reduce the likelihood that these workers will risk confronting those who attempt to silence them. The originality of this study is based on the fact that it focuses on actions that gay employees can perform to co-construct a climate of voice that positions them as active social actors and not merely passive recipients of organisational and institutional conditions.     

Antecedents of employee involvement with the comparative model

Instead of discussing employee’s performance that previous researchers emphasized in their studies on the work behavior of employees, this study analyzes employee involvement from the viewpoint of their emotional labor, organizational culture, and the intimacy relationships between employees and their supervisors. Large-scale financial holding conglomerates in Taiwan and subsidiaries of Hong Kong-based conglomerates were selected as the populations for the research. The result of the empirical analysis indicates that emotional labor has a significantly positive effect on the involvement of employees; the stronger the intimacy relationship between employees and their supervisors is, the higher the employee involvement will be, strong culture has a significantly negative effect on the involvement of employees, and there is a significant difference in a number of dimensions among some Chinese enterprises in Taiwan & Hong Kong. This study has the following characteristics in comparison with the previous studies: (1) The theoretical structure of this study is formed based on an integrated prospect of internal organizational structure, personal factors of employees and their interpersonal relationship; (2) the study focuses on a comparative study of regional enterprises, which was seldom emphasized in literature; (3) the study uses the Non-Linear Fuzzy Neural Network Model and multivariate analysis approach as tools for the research and may contribute more to the theory in this field.     

The role of reward omission in empowering leadership and employee outcomes: A moderated mediation model

In this study, we examined the relationships between empowering leadership employee outcomes (creativity and job performance) and the mediating (voice behaviour and taking charge) and moderating (reward omission) variables in these relationships. Our theoretical model was tested using the data collected from 197 full‐time employees and 32 supervisors. Analyses of the multisource data indicated that empowering leadership is linked to subordinates' job performance and creativity through subordinates' taking charge and voice behaviour as intermediate variables. However, the indirect relationship exists only when leaders display high levels of reward omission. Our research addressed a specific gap in understanding the boundary conditions for empowering leadership to be effective. We conclude with theoretical and practical implications of our findings as well as future research directions.     

积分媒介影响员工主要工作结果的纵向比较研究

组织内以激励为目的的积分其性质是具有少量交换价值的激励性媒介。员工根据自己的积分数量并基于组织积分奖励计划和兑换规则获得少量的物质和非物质回报。采用积分的目的是促使员工广泛参与组织的生产、技术和管理过程，提高组织运营效率。本文首先提出积分媒介对员工角色内绩效和角色外绩效影响的基本假设，并以上海三家工厂122名的员工为样本为研究对象，通过主管对这些员工实施积分一段时间前后的角色内和角色外绩效的对比评价检验了上述假设。结果表明，施以积分媒介能有效提升员工的任务绩效以及利他、责任担当和建言水平。     

‘My People’: the potential of LGBT employee networks in reducing stigmatization and providing voice

Abstract

This paper explores the separation and isolation from the mainstream workforce that lesbian, gay, and bisexual employees can experience due to their sexual orientation, and how this can affect their voice and silence in the workplace. In response to perceived threats and actual experience of stigma in the workplace, we highlight the need for Lesbian, Gay, Bisexual, and Transgender (LGBT) voice in organizations, while unpacking the complexities and concerns for LGBT employees in publicly voicing their sexual orientation at work. We explore how LGBT employee networks help mitigate LGBT isolation at work, and can directly and indirectly provide them with voice in the organization. Semi-structured interviews were conducted with LGBT employees across organizations in Ireland. The findings confirm that LGBT employees can experience isolation at work, affecting their voice, and that workplace networks may moderate this loneliness and stigma. However, the findings question the value of LGBT employee networks in providing voice for all sexual minority employees. Our research considers the individual-level responses of LGBT employees to participation in, and the value of, employee networks, and the perceived role of these networks in giving them visibility and voice.     

Identifying the Predictors of Employee Health and Satisfaction in an Npm Environment

Abstract

The Demand-Control-Support (DCS) model is investigated in the context of police officers working within an organization that has relatively widespread uptake of New Public Management (NPM) practices. A survey of 479 police officers from two geographic regions was undertaken and the results indicate that the DCS offers a simple, yet powerful, framework for identifying the conditions to be managed in an NPM-oriented environment. Job control and work-based support predict all four target variables, strengthening the view that decision-making latitude and support from supervisors and colleagues represent critical resources for promoting the well-being, satisfaction and commitment of public sector employees.     

Leveraging the employee voice: a multi-level social learning perspective of ethical leadership

Extending social learning theory to a multi-level perspective, this study proposes a theoretical model that investigates both individual and team-level mechanisms that mediate the effect of ethical leadership on employee voice. Specifically, in terms of an individual-level social learning perspective, we suggest that an ethical leader acts as a prototype of a moral person (i.e. an ethical role model). From a team-level social learning perspective, we propose that, as a moral manager, team ethical leadership will foster an ethical climate within the team which will create a moral context that impacts employees’ behaviors. In both instances, employee voice behaviors will be enhanced through these mechanisms. Evidencing the importance of the interaction between leader behaviors and context for leader effectiveness, we also show that employees are more likely to regard their ethical leaders as ethical role models in a team that highly values ethical conduct (i.e. high in ethical climate). Results obtained from 47 managers and 211 subordinates in China support our theoretical model. The theoretical and practical implications of our findings are also discussed.     

Corporate conditions conducive to employee voice: A subordinate perspective

Employees' voice is conceptualized as a necessary condition for organizational success. A model of employee voice is proposed that encompasses employee predispositions, receptivity to employee voice in the microstructure, and affirmative norms for voice in the societal macrostructure. The model was examined by testing the hypothesis that subordinates' satisfaction will be greater when corporate conditions are receptive to employee voice and when the organization is perceived to be committed both to quality in product and quality of employees' work life. a study with 150 employees from a variety of organizations is reported. The results produced rather strong support for the research hypothesis.     

Tactics of speaking up: The roles of issue importance,perceived managerial openness,and managers' positive mood

Extant voice research has focused mainly on the conditions under which employees speak up, but we have limited knowledge about how employees speak up. This study examines voice tactics or the various ways in which employees express concerns to or share suggestions with their managers. Based on the notion that voice is a deliberative behavior, we draw upon a cost–benefit framework and propose that voice tactics are influenced by messages' characteristics and managers' stable and temporal characteristics. Specifically, we examine the joint effects of issue importance, perceived managerial openness, and managers' positive mood on employees' public (vs. private) and formal (vs. informal) voice tactics. Across two independent studies, our findings demonstrate that employees tend to use public channels and formal procedures only when three conditions are met simultaneously: (a) the issue is important, (b) managers are perceived as being open to employees' voice, and (c) managers are in a positive mood at the time of voicing. In addition, we found that speaking up via public channels or formal procedures is positively related to the success of voice.     

Mind the channel! An affordance perspective on how digital voice channels encourage or discourage employee voice

We apply an affordance lens on qualitative data from three case organisations using a digital voice channel providing employees with the opportunity to speak up via answering periodic mini‐surveys and making comments in an anonymous mini‐forum. We find that imbrications of material and social agencies (i.e., the voice channel's features and managerial reactions to voice) in the respective organisational contexts culminate in employees perceiving the channel as either affording or constraining voice, leading to perceived voice outcomes that eventually encourage or discourage them to speak up. Whether voice is encouraged or discouraged partly results from the mere interaction between employees and the digital voice channel independent of managerial reactions. Our findings thus challenge the emphasis on managerial behaviour and reactions to voice in explaining voice behaviour and outcomes in extant literature.     

Worker voice,managerial response and labour productivity: an empirical investigation

This article investigates the relationship between worker voice practices, employee perceptions of managerial responsiveness and labour productivity. It argues that managerial responsiveness is a critical but under‐investigated variable in the study of the relationship between worker voice, human resource management and performance. Our results suggest that managerial responsiveness to worker voice does lead to superior labour productivity. However, this relationship is only found in non‐union workplaces and there is little relationship between formal voice regime and productivity. One important implication of this finding is that more responsive management will result in improved productivity, so policy interventions should focus on how to motivate managers to become more responsive to their employees.     

Where hukou status matters: analyzing the linkage between supervisor perceptions of HR practices and employee work engagement

This paper highlights the interaction between intended human resource (HR) practices as perceived by supervisors and status similarity between supervisors and employees as a key source of variation in employee work engagement among 298 employees reporting to 54 supervisors at a luxury Chinese hotel. Using a multi-level, process-oriented approach to examine the relationship between intended HR practices by supervisors and engagement as perceived by employees, we show (1) that the interaction of supervisor perceptions of HR practices and supervisor–subordinate hukou (place of origin) status similarity is positively related to employee reports of Leader–member exchange (LMX), HR practices and work engagement; (2) that the interaction of supervisor perceptions of HR practices and hukou status similarity influences employee perceptions of HR practices through LMX; and (3) that the interaction of supervisor perceptions of HR practices and hukou status similarity influences work engagement through employee perceptions of LMX and HR practices. Theoretical and practical implications are discussed.     

Task Conflict and Employee Creativity: The Critical Roles of Learning Orientation and Goal Congruence

We add to human resource literature by investigating how the contribution of task conflict to employee creativity depends on employees’ learning orientation and their goal congruence with organizational peers. We postulate a positive relationship between task conflict and employee creativity and predict that this relationship is augmented by learning orientation but attenuated by goal congruence. We also argue that the mitigating effect of goal congruence is more salient among employees who exhibit a low learning orientation. Our results, captured from employees and their supervisors in a large, Mexican‐based organization, confirm these hypotheses. The findings have important implications for human resource managers who seek to foster creativity among employees. © 2015 Wiley Periodicals, Inc.     

The Effect of Educational Background On Performance and Organisational Commitment

In this research note Gedaliahu Harel, Senior Lecturer in Human Resource Management at the Israel Institute of Technology, and Yehuda Baruch, Visiting Fellow at the City University Business School, explore the effects of a special educational and training programme that affects the backgrounds of employees in technical jobs measured by variables such as level of performance, professionalism, and organisational commitment. the results are considered in terms of the particular population examined and the implications discussed for the use of special vocational education and training.     

Political Skill,Supervisor–Subordinate Guanxi and Career Prospects in Chinese Firms

The role of political skill was examined in the dynamics of supervisor–subordinate relationship in Chinese firms. Data from a survey of 343 employees, their 343 direct supervisors, and 662 of their peers were applied to test a model proposing that Chinese subordinates employ political skill to influence their guanxi with their supervisors, and so promote their career development. We found that supervisor–subordinate guanxi mediated the relationship between political skill and career development of the subordinates. Implications of the findings were discussed.     

How does perceived formality shape unheard challenging voices?

Abstract

It has been argued that upward challenge is important because it allows employees to have a say in organisational decision-making. Yet upward challenge may go unheard in organisations. Formal voice mechanisms are largely considered to be advantageous for encouraging employees to share their views and concerns. However, recent papers calling into question the distinction between formal and informal voice have prompted investigation into the value of formal voice mechanisms in encouraging upward challenge. This qualitative study attempted to understand in what ways formal voice mechanisms had the potential to create unheard voices by first establishing a working definition of formal voice mechanisms. Using a sample of 19 UK police officers, participants used a card sort to categorise formal and informal voice mechanisms. They subsequently identified, through semi-structured interviews, that formal voice mechanisms could be considered risky for upward challenge. The findings can be used by scholars and practitioners as a framework to identify where challenging voices may be going unheard.     

When does perceived leader regulatory-focused modeling lead to subordinate creativity? The moderating role of job complexity

This study identified job complexity as a moderator that influences the relationship between perceived leader regulatory-focused modeling and followers' creativity. Using a sample of 340 employees and their supervisors from five Chinese companies, the authors found that (1) perceived leader role modeling (promotion-focused/prevention-focused) is related to followers' creativity and (2) job complexity moderates the relationship between perceived leader regulatory-focused modeling and creativity. The authors discussed implications of these results for research and practice.     

Employee-oriented HRM and voice behavior: a moderated mediation model of moral identity and trust in management

Abstract

This study examined how employee-orientated human resource management (EOHRM) is related to Chinese employees’ voice. Drawing on the trust literature, we developed and tested an integrative model that involves the mediating role of trust in management in the effect of EOHRM on voice behavior and the moderating role of employees’ moral identity in the EOHRM effects. Data were collected from 251 employees from a variety of occupations in China. Bootstrap-based regression analyses were used to test the research model. Results showed that trust in management partially mediated the relationship between EOHRM and voice behavior. The effect of EOHRM on trust in management and the indirect effect of EOHRM on voice behavior via trust were stronger in employees with higher rather than lower levels of moral identity. These findings suggest that organizations may promote employee voice by implementing HR policies and practices that focus on employees’ personal and family needs and consider employees’ moral identity.     

论旅游饭店管理中员工权益的保护

饭店在做好为入住客人服务的同时,应极力保障员工的权益和主动倾听员工的声音。管理者应将员工的权益保障与对客人的服务放在同样重要的位置,并将二者统一起来,以道德和法律的双重标准来约束和改进饭店人力资源管理的现状,切实保护员工的合法权益,同时避免法律纠纷的困扰。