变革中多渠道信息传递对员工绩效的影响机制

面对日趋复杂的外部环境,组织变革成为企业获得竞争力的重要方式。员工参与是组织变革成败的关键,充足的组织变革信息有利于员工积极投入变革。本文以社会信息加工理论为基础,对来自被兼并企业的36个工作团队185名员工进行研究,探索多渠道变革信息传递对员工的影响机制。基于多层次线性模型的数据分析结果表明:(1)变革情境下,组织正式渠道进行信息沟通和变革氛围包含的非正式信息,均能正向促进员工变革绩效;(2)员工所持有的积极变革期望,在多渠道信息传递和变革绩效间起到中介作用;(3)变革氛围跨层调节变革信息沟通对员工积极变革期望的正向作用,相比于低变革氛围情景,具有高变革氛围的团队,通过变革信息沟通更能显著提升员工对变革的积极期望。研究结论对企业变革实践中信息传递和沟通工作具有现实指导意义。

Influencing Mechanism of Multichannel Information Communication on Employee Post-Change Performance

As the key executors in organizational change,employees attitudes and behaviors account for a large percentage of change success.In the context of organizational change,the entire organization is in a state of turmoil.Employees are worried about their work status and any other change related issues.Organizational change information is critical for employee to interpret the goal of the change and to cope with the change.Whereas the serious information asymmetry in the initial stages of change will aggravate employees uncertainty and easily lead to individual confrontation.During this transfer,if the company does not pay attention to the formal and informal information disclosure so as to clear the haze of change,negative and plausible rumors will be widespread,leading to the aggravation of employees change related fear and anxiety.Under this circumstances,employees prefer to take a wait and see stance even resist change rather than involve to it.Through different channels,enterprises can fully transmit relevant information about change,which helps employees to objectively evaluate and analyze both of the organizational benefits and personal revenues in the change,eliminate the destructive interference of negative and false information,and promote employees acceptance and involvement to change.Therefore,the information received by employees in the process of change is a key factor in the success of organizational change,and determines the attitude and behavior of employees in dealing with change.Positive impacts of adequate information on employee change response have been widely recognized.Studies have shown that information communication during organizational change affects people's psychological and emotional experiences,such as communication satisfaction,change openness and emotional response.These studies show that timely and effective communication is an important factor in helping employees understand the value of change and shape a positive attitude toward change.Sufficient information communication is also conductive to individual behavior,such as organizational citizenship behavior and personal change performance.Based on previous research,this study further explores the following two aspects:1)Previous studies have focused on the role of direct and formal information,and have not explored the impact of informal information on employees in organizational change.2)The latent psychological mechanism of change related information to employees behavior has not yet been validated.From the perspective of social information processing,individuals receive information about change,and carry out a series of processes on the information,including physiological processes such as encoding,storing and memorizing information,as well as cognitive processing such as learning,attribution and judgment.This process,when the individual completes this series of information processing,will form a specific attitude and belief for the change,and further form a behavioral response to change.This study investigates the atmosphere of change and changing information communication as the informal and formal means of information transfer,which do have different impacts on individual change behavior.Theoretical propositions are empirically validated by multisource data collected from 185 employees of 36 work teams in a multinational company undergoing merge and acquisition in China.This study investigates all employees involved in the entire process of the change in the company,and examines the impact of change information on employee change performance and its mechanisms.The results show that:1)Both of the formal organizational change communication and the informal change climate are critical sources of change information,significantly promoting employee post-change performance.2)Positive change expectation fully mediates the link from both organizational change communication and change climate to post-change performance.3)Change climate significantly moderates the relationship between organizational change communication and positive change expectation:the positive relationship becomes stronger when change climate is high.Our findings implicate that managers should pay more attention to both formal and informal information communication,in order to encourage employee participating in organizational change.