数据素养会触发员工越轨创新行为吗？

在数字化转型的背景下深入探索数据素养对越轨创新行为的影响机制,以JDR模型为基础,探讨创新自我效能感在数据素养与员工越轨创新行为之间的中介效应以及包容型领导的边界影响。对双阶段收集的302份有效数据样本进行实证调查研究,结果表明：数据素养对员工越轨创新行为具有显著的正向影响;创新自我效能感在数据素养与员工越轨创新行为之间具有中介作用;包容型领导不仅正向调节数据素养与创新自我效能感的关系,还正向调节数据素养通过创新自我效能感影响员工越轨创新行为的间接作用。     

包容型领导与员工工作重塑:一个跨层次研究

作为一种主动工作行为,工作重塑已经成为学者们探讨的热点话题。现有研究多聚焦于工作重塑产生的影响,而对其前因变量的实证研究十分有限。基于自我决定理论,本文探讨包容型领导对员工工作重塑的影响机制,考察基本心理需求在机制中的中介作用和不确定性规避的调节作用。以59个团队领导及371名员工为样本,本文采用多层线性模型进行数据分析和假设检验,结果表明:包容型领导对员工工作重塑具有显著正向影响;基本心理需求在包容型领导与工作重塑之间起到部分中介作用;不确定性规避在基本心理需求与员工工作重塑的关系中具有显著的负向调节作用。     

道德型领导对员工工作绩效的影响——组织公民行为的中介作用

本文研究了道德型领导对员工工作绩效的影响,以组织公民行为为中介变量。我们发现:(1)道德型领导对员工工作绩效的有正向影响;(2)道德型领导对组织公民行为有正向作用;(3)组织公民行为在道德型领导和员工工作绩效之间起着中介作用。     

包容型领导对不道德亲组织行为的影响机制北大核心

当前学界对包容型领导能给组织带来一系列积极影响已作较多研究,但较少关注其消极影响。本文基于社会交换理论和社会认知理论,提出包容型领导会正向影响领导-成员交换和道德推脱,从而正向影响不道德亲组织行为。基于多个企业的207份样本,使用结构方程模型进行研究的结果表明:包容型领导会正向影响下属不道德亲组织行为,领导-成员交换和道德推脱中介了二者的关系。本研究对包容型领导理论作出了一定贡献,首次揭示了其消极影响,并丰富了不道德亲组织行为前因研究。据此,管理实践中要重视包容型领导负面效应,依具体管理情境谨慎使用包容型领导,管理者应成为员工的道德模范,与其构建积极社会交换关系。     

安全基地型领导对员工前瞻行为的影响研究

基于资源保存理论,文章以304位员工为样本,研究安全基地型领导对员工前瞻行为的影响机制。结果表明：安全基地型领导对员工前瞻行为有显著的促进作用;工作繁荣在安全基地型领导和前瞻行为间具有中介作用;权力距离倾向正向调节安全基地型领导与工作繁荣的关系及安全基地型领导与员工前瞻行为之间经由工作繁荣的间接关系。文章研究结果丰富了安全基地型领导领域的研究,对组织的管理实践具有一定的启示意义。     

道德型领导能提升员工创新行为吗?——内部人身份感知和垂直集体主义的作用

虽然以往研究证实了道德型领导对员工创新行为的积极影响,但关于两者关系的内部机制与边界条件,至今还知之不多.本研究基于自我分类理论,以52个科研团队的376名员工—主管的有效配对数据为样本,考察了道德型领导对员工创新行为的影响,分析了内部人身份感知的中介作用和员工垂直集体主义导向的调节作用.结果表明:(1)道德型领导对员工的创新行为具有显著的正向影响;(2)内部人身份感知在道德型领导与员工创新行为关系中起部分中介作用;(3)员工的垂直集体主义导向不仅正向调节了内部人身份感知与员工创新行为之间的关系,而且还调节了道德型领导对员工创新行为的间接作用.这些发现对拓展中国情境下道德型领导与员工创新行为之间作用机制的研究都具有重要的指导意义.     

中国情境下的包容型领导:维度结构、量表开发与影响效应检验

作为企业实现多样性员工有效管理的重要途径,包容型领导近年来引起了管理实践者和学者们的广泛关注。然而,当前研究大多基于西方情境,缺乏对于东方情境下包容型领导的概念化和有效测量工具的开发。本研究首先运用扎根理论研究方法 ,通过对27名企业工作者的半结构化访谈构建了中国情境下包容型领导的概念模型和维度结构（容错、容优和容异）。随后,本研究遵循严格的量表开发程序,借助三个不同企业工作者的样本数据,形成了包含14个题项的具有良好信度和效度的包容型领导测量量表。最后,本研究通过对154名企业工作者的两阶段问卷调查,检验了包容型领导对员工领导满意度和组织公民行为的正向影响以及领导满意度在包容型领导和组织公民行为之间的中介作用。本研究为后续的中国情境下包容型领导研究提供了一个有效的测量工具,同时为企业发展包容型领导以应对员工多样性管理挑战提供了有益的实践启示。     

基层领导干部领导行为有效性及其作用机制

基于294名基层领导干部的实证调查数据,本文建立结构方程模型进行分析。结果表明：变革型领导行为对下属的工作卷入和部门绩效表现具有显著正向预测作用,工作卷入在变革型领导与部门绩效表现之间具有部分中介作用;消极例外管理交易型领导行为对工作卷入具有显著负向预测作用,工作卷入在消极例外管理和部门绩效表现间具有完全中介作用。分层回归的结果表明：变革型领导在权变奖励对部门绩效表现的预测作用中具有增量效应。结果证明变革型领导的普遍有效性和交易型领导有效性的权变性。     

悖论式领导对员工越轨创新行为的影响研究——工作重塑和前摄型人格的作用

文章基于信息加工理论、工作要求—资源模型,探讨悖论式领导对员工越轨创新行为的影响,以及工作重塑起到的中介作用机制,并依据人格特质理论分析前摄型人格在工作重塑与员工越轨创新行为之间的调节作用。以二十余家创新型企业的514名员工为研究对象,通过问卷调查收集数据进行实证分析,研究结果显示：悖论式领导与员工越轨创新行为呈显著正相关关系;悖论式领导与工作重塑显著正相关;工作重塑与员工越轨创新行为显著正相关;工作重塑在悖论式领导与员工越轨创新行为间起部分中介作用;前摄型人格正向调节工作重塑与员工越轨创新行为之间的关系。文章在中国情境下,从悖论视角、复合型领导视角揭示悖论式领导与员工越轨创新行为之间的关系,突破了以往仅从单一领导行为研究越轨创新行为形成机制的单边研究视角局限;实践上为企业更好地认识、引导、有效管理员工越轨创新行为提出管理启示。     

包容型领导对员工创新行为的影响

领导对员工创新行为的影响不仅与员工心理属性有关,而且与员工社会属性有关。本文选取知识共享这一典型的社会互动机制,结合批判性思维这一反映创新行为本质的变量,通过问卷调查,分析了包容型领导对员工创新行为的影响。结果表明,包容型领导对员工创新行为有显著的正向影响,而且员工知识分享行为在影响过程中有显著的中介作用。同时,批判性思维会正向调节这一中介作用,它和知识分享的交互会强化员工创新行为绩效的显现。因此,在企业实践中,应该重视包容性领导风格,鼓励员工知识分享行为,培育员工批判性思维,这是典型的从社会互动视角激励员工创新行为的逻辑。     

Sink or Swim: Empowering Leadership and Overload in Teams' Ability to Deal with the Unexpected

The notion of improvisation has recently emerged in managerial studies as a viable solution to flexibly dealing with unexpected occurrences in work environments. However, past research on team improvisation has overlooked the contingencies that allow teams to effectively improvise. Drawing upon demand‐control theory, we investigate how empowering leadership and overload affect the improvisation‐performance relationship in the context of 48 work teams. Our results suggest that empowering leadership positively moderates the relationship between improvisation and performance, while overload attenuates the same relationship. Moreover, we found a joint effect of overload and empowering leadership influencing the improvisation‐performance link, such that improvisation is most positively related to performance when empowering leadership is high and overload is low. Conversely, we found that empowering leadership is particularly detrimental to the improvisation‐performance relationship when team members perceive high degrees of overload. Our findings make important contributions to the extant team literature as well as to the emerging literature on team improvisation. We outline several significant insights for HR managers and team leaders who are responsible for supporting teams that face unexpected events in the work environment. © 2013 Wiley Periodicals, Inc.     

Top management leadership,employee empowerment,job satisfaction,and customer satisfaction in TQM organizations: an empirical study

Top management leadership and employee empowerment are considered two of the most important principles of total quality management (TQM) because of their assumed relationship with customer satisfaction. As a result, many top management leadership and employee empowerment strategies and practices have been suggested in the management literature. However, few studies have been done to test this assumed relationship and determine which of these strategies and practices may be most effective in bringing about the intended results. This study surveyed organizations that have adopted TQM to determine the relationship between top management leadership, employees' empowerment, job satisfaction, and customers' satisfaction. The results reveal positive correlation between top management leadership, employee empowerment, job satisfaction, and customer satisfaction. Employee empowerment and improved levels of job satisfaction are facilitated by top management leadership and commitment to the TQM goal of customer satisfaction by creating an organizational climate that emphasizes total quality and customer satisfaction. Effective strategies for achieving employee empowerment and job satisfaction, together with top management leadership roles in a TQM environment, are identified and discussed.     

Development and Validation of an Employee Voice Strategy Scale through Four Studies in Japan

Employee voice is an important organizational behavior that affects work group performance, and many studies have explored its mechanism; nonetheless, the existing literature narrowly defines the construct and overlooks a variety of strategic approaches employees take as they engage in voice. Based on this problematization, the current research has developed and validated a scale of employee voice strategy through four studies in Japan (total N = 1,156). Employee voice strategy is defined as a set of direct and indirect communicative approaches that organizational members utilize to share ideas with intentions to exert constructive influence to their work group. Studies 1 and 2 analyzed interview narratives to develop an initial typology, which was refined in Study 3 into a six‐factor scale. Study 4 replicated it through confirmatory factor analyses. Construct validity of the scale was also examined by testing the strategy factors’ nomological network—as expected, proactive personality was positively associated with assertive strategies, while relationship maintenance goal orientation was linked to conciliatory, nonconfrontational strategies; negative emotion display showed negative associations with voice strategy use in general. These findings were discussed vis‐à‐vis culturally inclusive human resource management practices, as well as theoretical exploration of the employee voice phenomena from process‐centered perspectives. © 2014 Wiley Periodicals, Inc.     

When and why does transformational leadership influence employee creativity? The roles of personal control and creative personality

This study develops and tests a model of the underlying mechanisms linking transformational leadership and employee creativity using a sample of 240 matched middle‐level manager and front‐line supervisor dyads from a large foreign joint‐venture company in China. We propose that personal control and employee creative personality serve as a unique psychological mechanism and an important boundary condition to simultaneously influence the relationship between transformational leadership and employee creativity. Results of moderated‐mediation analyses provided support for our conceptual model, showing that transformational leadership was positively related to personal control, which also had a positive impact on employee creativity. Furthermore, creative personality was found to moderate the relationship between transformational leadership and personal control, which in turn, mediated the joint effect on employee creativity. Findings of this study provide insights into the research on leadership development and work design in HRM, which can inform human resource managers to design effective strategies and systems that can increase employees' creativity.     

近朱者赤:伦理型领导如何影响员工内部揭发意向?

鉴于员工内部揭发能有效阻止企业中的非伦理行为,很多研究开始关注员工内部揭发问题。本研究着眼于员工内部揭发的伦理性,认为伦理型领导能够降低员工的道德推脱意识,从而正向影响员工内部揭发意向;员工感知的社会责任感正向调节伦理型领导对员工道德推脱的作用。本文通过三个阶段的数据收集,得到232套有效问卷。实证结果表明:(1)伦理型领导能够显著正向影响员工内部揭发意愿;(2)道德推脱在伦理型领导和内部揭发间起中介作用;(3)员工感知的企业社会责任对道德推脱在伦理型领导与内部揭发之间的间接关系起到调节作用,也即只有当员工感知到企业承担更多的社会责任时,伦理型领导通过道德推脱影响员工内部揭发意向的中介作用是显著的。本文在理论上丰富了伦理型领导与员工内部揭发之间作用机制的研究,对有效促进组织内部揭发的途径有重要启示作用。     

A multi-level examination of quality-focused human resource practices and firm performance: evidence from the US healthcare industry

In today's business world, the role of quality has become ever more significant for organizations to compete in a global marketplace. Based on the quality management theory, this study empirically examines the relationship between quality-focused human resource practices (QHRP) and organizational performance outcomes. Data from 69 healthcare organizations indicate a strong support for this relationship. A Human Resource (HR) system focused on quality management was directly related to multiple dimensions of organizational performance outcomes (i.e., intangible – employee satisfaction and customer satisfaction – and tangible – profit). Specifically, two measures of QHRP, knowledge management and strategic management, were found to be positively related to the financial performance of firms implementing quality management. Process management is found to be negatively related to employee satisfaction. General Human Resources were positively related to both employee and customer satisfaction. Employee focus of the firms is also positively related to employee satisfaction. In addition, employee satisfaction is also related to both customer satisfaction and financial performance while customer satisfaction is found to be positively related to employee satisfaction. The findings indicate a generally strong positive relationship with the organizational performance outcomes. The results of this study are particularly important in showing HR's contribution to the organization's bottom line.     

The impact of perceived corporate social responsibility on organizational commitment and the moderating role of collectivism and masculinity: evidence from China

This study examines the relationship between employee perceptions of corporate social responsibility practices and their organizational commitment. Hierarchical regression analysis was utilized to analyze survey data on 280 employees from five export-oriented manufacturing firms in China. Employee perceptions of corporate social responsibility practices towards internal stakeholders were found to relate positively to their organizational commitment. In contrast, employee perceptions of corporate social responsibility practices to external stakeholders had a nonsignificant or marginally significant impact on organizational commitment. In addition, the collectivism and masculinity orientations of employees were found to moderate this relationship. These findings provide an insight into how corporate social responsibility practices may be utilized to motivate diverse groups of employees within China-based organizations.     

Employee involvement and the middle manager: saboteur or scapegoat?

This article reports on the results of a study of managers' attitudes to employee involvement. Contrary to a number of existing studies, this research found middle managers' attitudes to be no more negative than those of senior managers. As hypothesised, managers' intentions to support employee involvement were found to be inversely related to recent managerial job loss and positively related to managers' experience of employee involvement. Contrary to expectations, the study revealed a positive relationship between recent delayering and intentions to support the involvement of employees. The study also reveals a complex curvilinear relationship between managers' perceptions of their own empowerment and their attitudes to employee involvement. The article draws out a number of implications for practice.     

悖论思维对创造力的“过犹不及”效应研究

悖论思维帮助个体发现对立事物间的联系,有利于创造性想法或创意的生成,但过高水平的悖论思维极易导致认知过载,使个体无暇顾及需要想象力和灵感的创造性活动。基于"过犹不及效应",本文提出悖论思维对员工创造力产生非线性影响。同时,根据能力-动机-机会(AMO)的理论框架,探索个人学习能力在这一关系中的中介作用,以及领导调节聚焦行为的调节作用。本文认为:悖论思维与员工创造力呈倒U型关系,个人学习能力在上述关系中起中介传导作用,领导促进型聚焦行为强化了变量间的间接关系,而领导防御型聚焦行为削弱了变量间的间接关系。通过对313名员工的三阶段调查分析,数据支持了本研究提出的假设。虽然适度的悖论思维有助于员工提升学习能力,但过度的悖论思维反而会降低员工学习效率进而削弱员工创造力,领导调节聚焦行为决定了员工是否能完成学习能力到创造力的转化。研究结论为员工创造力的影响因素研究提供了新思路,引导企业通过甄选员工和调整领导行为来激发员工创造力。     

Transformational leadership and job involvement in the Middle East: the moderating role of individually held cultural values

This study examines whether individually held cultural values moderate the relationship between transformational leadership behavior of supervisors and the job involvement of subordinates in the Middle Eastern organizational context. Hierarchical regression analysis was used to analyze survey data from 229 employees of 10 organizations in the United Arab Emirates. In line with the findings of studies in Western countries, transformational leadership was found to influence job involvement positively. In addition, the cultural value orientations of individuals were found to moderate this relationship. Collectivism positively influenced the relationship between transformational leadership and job involvement, whereas uncertainty avoidance had a negative effect. These findings provide an insight into how transformational leadership may be used to motivate culturally diverse groups of employees within the Middle East. To enhance job involvement, organizations need to realize that the attitudinal response of subordinates to transformational leadership can depend on their cultural values. This has significant implications regarding the training and effective deployment of transformational leaders within Middle Eastern organizations.