上下级关系与亲组织非伦理行为:基于组织认同与自我牺牲型领导的作用
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摘要
尽管亲组织非伦理行为对组织短期利益有益,但最终却会损害组织长期利益。在这种情况下,明晰亲组织非伦理行为的诱发因素将为有效治理奠定夯实的基础。基于社会交换理论与社会认同理论,以上下级关系这一本土构念为切点,深入剖析了上下级关系是否、如何以及何种情境下将对亲组织非伦理行为产生影响。基于421份通过两阶段方式收集的有效调查问卷数据,结果发现:上下级关系与亲组织非伦理行为显著正相关;组织认同在上下级关系与亲组织非伦理行为中发挥着中介作用,且较高自我牺牲型领导水平将弱化这种中介效应;自我牺牲型领导调节了组织认同与亲组织非伦理行为之间的关系,自我牺牲型领导水平越高,组织认同对亲组织非伦理行为的正向影响越弱。
Although the unethical pro-organizational behavior is beneficial to the short-term interests of organizations, it is harmful to the organization in the long run. It is very important to clarify the inducing factors of unethical pro-organizational behavior, which will be very helpful for the organization to administer the behavior effectively. On the basis of social exchange theory and social cognitive theory, the research takes the supervisor-subordinate guanxi(SSG, the local construction) as the starting point, try to find the nature of the relationship between SSG and unethical pro-organizational behavior, explaining whether, how and when SSG might promote unethical pro-organizational behavior. We conduct a two-stage investigation of 421 employees and find that:(1)SSG has a positive influence on unethical pro-organizational behavior;(2) Organizational identification mediates the relationship of SSG and unethical pro-organizational behavior, the indirect effect is less significant with high rather than with low quality SSG;(3) Self-sacrificial leadership moderates the relationship of organizational identification and unethical pro-organizational behavior, the positive relationship is weaker with high rather than with low quality self-sacrificial leadership.
Although the unethical pro-organizational behavior is beneficial to the short-term interests of organizations, it is harmful to the organization in the long run. It is very important to clarify the inducing factors of unethical pro-organizational behavior, which will be very helpful for the organization to administer the behavior effectively. On the basis of social exchange theory and social cognitive theory, the research takes the supervisor-subordinate guanxi(SSG, the local construction) as the starting point, try to find the nature of the relationship between SSG and unethical pro-organizational behavior, explaining whether, how and when SSG might promote unethical pro-organizational behavior. We conduct a two-stage investigation of 421 employees and find that:(1)SSG has a positive influence on unethical pro-organizational behavior;(2) Organizational identification mediates the relationship of SSG and unethical pro-organizational behavior, the indirect effect is less significant with high rather than with low quality SSG;(3) Self-sacrificial leadership moderates the relationship of organizational identification and unethical pro-organizational behavior, the positive relationship is weaker with high rather than with low quality self-sacrificial leadership.
引文
[1]Trevi?o L K,Weaver G R,Reynolds S J.Behavioral ethics in organizations:A review[J].Journal of Management,2006,32(6):951-990.
[2]Trevi?o L K,Nieuwenboer N A D,Kishgephart J J.(Un)ethical behavior in organizations[J].Annual Review of Psychology,2014,65(1):635-660.
[3]Umphress E E,Bingham J B,Mitchell M S.Unethical behavior in the name of the company:The moderating effect of organizational identification and positive reciprocity beliefs on unethical pro-organizational behavior[J].Journal of Applied Psychology,2010,95(4):769-780.
[4]张永军,张鹏程,赵君.家长式领导对员工亲组织非伦理行为的影响:基于传统性的调节效应[J].南开管理评论,2017,20(2):169-179.
[5]Effelsberg D,Solga M,Gurt J.Transformational leadership and follower's unethical behavior for the benefit of the company:A two-study investigation[J].Journal of Business Ethics,2014,120(1):81-93.
[6]Miao Q,Newman A,Yu J,et al.The relationship between ethical leadership and unethical pro-organizational behavior:Linear or curvilinear effects?[J].Journal of Business Ethics,2013,116(3):641-653.
[7]李根强.伦理型领导、组织认同与员工亲组织非伦理行为:特质调节焦点的调节作用[J].科学学与科学技术管理,2016,37(12):125-135.
[8]郭晓薇.中国情境中的上下级关系构念研究述评—兼论领导—成员交换理论的本土贴切性[J].南开管理评论,2011,14(2):61-68.
[9]Law K S,Wong C,Wang D,et al.Effect of supervisor-subordinate Guanxi on supervisory decisions in China:An empirical investigation[J].International Journal of Human Resource Management,2000,11(4):751-765.
[10]林英晖,程垦.领导—部属交换与员工亲组织非伦理行为:差序格局视角[J].管理科学,2016,29(5):57-70.
[11]Wei L Q,Liu J,Chen Y Y,et al.Political skill,supervisor-subordinate Guanxi and career prospects in chinese firms[J].Journal of Management Studies,2010,47(3):437-454.
[12]Katrinli A,Atabay G,Gunay G,et al.Leader-member exchange,organizational identification and the mediating role of job involvement for nurses[J].Journal of Advanced Nursing,2008,64(4):354-362.
[13]Chen N Y,Tjosvold D.Guanxi and leader member relationships between American managers and Chinese employees:Open-minded dialogue as mediator[J].Asia Pacific Journal of Management,2007,24(2):171-189.
[14]Zhang L,Deng Y.Guanxi with supervisor and counterproductive work behavior:The mediating role of job satisfaction[J].Journal of Business Ethics,2016,134(3):413-427.
[15]Liu P,Shi J.Trust in the subordinate and deference to supervisor in china:A moderated mediation model of supervisor-subordinate Guanxi and political mentoring[J].Chinese Management Studies,2017,11(6):599-616.
[16]樊耘,陈倩倩,吕霄.LMX对员工反馈寻求行为的影响机制研究:基于分配公平和权力感知的视角[J].科学学与科学技术管理,2015,36(10):158-168.
[17]Emerson R M.Social exchange theory[J].Annual Review of Sociology,1976,2(7):335-362.
[18]Gouldner A W.The norm of reciprocity:A preliminary statement[J].American Sociological Review,1960,25(2):161-178.
[19]李宗波,陈红.上下属关系对员工知识分享行为的影响:组织认同和集体主义导向的作用[J].管理工程学报,2015,29(3):30-38.
[20]李谷,周晖,丁如一.道德自我调节对亲社会行为和违规行为的影响[J].心理学报,2013,45(6):672-679.
[21]Wu C H,Liu J,Kwan H K,et al.Why and when workplace ostracism inhibits organizational citizenship behaviors:An organizational identification perspective[J].Journal of Applied Psychology,2016,101(3):362-378.
[22]Ashforth B E,Mael F.Social identity theory and the organization[J].Academy of Management Review,1989,14(1):20-39.
[23]Piccoli B,Callea A,Urbini F,et al.Job insecurity and performance:The mediating role of organizational identification[J].Personnel Review,2017,46(8):1508-1522.
[24]谢俊,汪林,储小平.关系视角的经理人反馈寻求行为:心理预期和政治技能的影响[J].南开管理评论,2013,16(4):4-12.
[25]Tyler T R.Why people cooperate with organizations:An identity-based perspective[J].Research in Organizational Behavior,1999,21(1):201-246.
[26]Shen Y,Jackson T,Ding C,et al.Linking perceived organizational support with employee work outcomes in a Chinese context:Organizational identification as a mediator[J].European Management Journal,2014,32(3):406-412.
[27]Ashforth B E,Harrison S H,Corley K G.Identification in organizations:An examination of four fundamental questions[J].Journal of Management,2008,34(3):325-374.
[28]Li Y,Fan J,Zhao S.Organizational identification as a double-edged sword:Dual effects on job satisfaction and life satisfaction[J].Journal of Personnel Psychology,2015,14(4):182-191.
[29]Ashforth B E,Anand V.The normalization of corruption in organizations[J].Research in Organizational Behavior,2003,25(1):1-52.
[30]Chen M,Chen C C,Sheldon O J.Relaxing moral reasoning to win:How organizational identification relates to unethical pro-organizational behavior[J].Journal of Applied Psychology,2016,101(8):1082-1096.
[31]Leavitt K,Sluss D M.Lying for who we are:An identity-based model of workplace dishonesty[J].Academy of Management Review,2015,40(4):587-610.
[32]Choi Y,Mai-Dalton R R.The model of followers'responses to self-sacrificial leadership:An empirical test[J].Leadership Quarterly,1999,10(3):397-421.
[33]Choi Y,Mai-Dalton R R.On the leadership function of self-sacrifice[J].Leadership Quarterly,1998,9(4):475-501.
[34]李锐,田晓明,孙建群.自我牺牲型领导对员工知识共享的作用机制[J].南开管理评论,2014,17(5):24-32.
[35]田晓明,李锐.自我牺牲型领导能促进员工的前瞻行为吗?责任感知的中介效应及其边界条件[J].心理学报,2015,47(12):1472-1485.
[36]Umphress E E,Bingham J B.When employees do bad things for good reasons:Examining unethical pro-organizational behaviors[J].Organization Science,2011,22(3):621-640.
[37]Mael F,Ashforth B E.Alumni and their alma mater:A partial test of the reformulated model of organizational identification[J].Journal of Organizational Behavior,1992,13(2):103-123.
[38]Cremer D D,Knippenberg D V.Leader self-sacrifice and leadership effectiveness:The moderating role of leader self-confidence[J].Organizational Behavior&Human Decision Processes,2004,95(2):140-155.
[39]Siemsen E,Roth A,Oliveira P.Common method bias in regression models with linear,quadratic,and interaction effects[J].Organizational Research Methods,2010,13(3):456-476.
[40]Baron R M,Kenny D A.The moderator-mediator variable distinction in social psychological research:Conceptual,strategic,and statistical considerations[J].Journal of Personality&Social Psychology,1986,51(6):448-452.
[41]Mackinnon D P,Lockwood C M,Williams J.Confidence limits for the indirect effect:Distribution of the product and resampling methods[J].Multivariate Behavioral Research,2004,39(1):99-128.
[42]Aiken L S,West S G.Multiple regression:Testing and interpreting interactions[J].Journal of the Operational Research Society,1994,45(1):119-120.
[43]Wong Y,Wong S,Wong Y.A study of subordinate-supervisor guanxi in Chinese joint ventures[J].International Journal of Human Resource Management,2010,21(12):2142-2155.
[2]Trevi?o L K,Nieuwenboer N A D,Kishgephart J J.(Un)ethical behavior in organizations[J].Annual Review of Psychology,2014,65(1):635-660.
[3]Umphress E E,Bingham J B,Mitchell M S.Unethical behavior in the name of the company:The moderating effect of organizational identification and positive reciprocity beliefs on unethical pro-organizational behavior[J].Journal of Applied Psychology,2010,95(4):769-780.
[4]张永军,张鹏程,赵君.家长式领导对员工亲组织非伦理行为的影响:基于传统性的调节效应[J].南开管理评论,2017,20(2):169-179.
[5]Effelsberg D,Solga M,Gurt J.Transformational leadership and follower's unethical behavior for the benefit of the company:A two-study investigation[J].Journal of Business Ethics,2014,120(1):81-93.
[6]Miao Q,Newman A,Yu J,et al.The relationship between ethical leadership and unethical pro-organizational behavior:Linear or curvilinear effects?[J].Journal of Business Ethics,2013,116(3):641-653.
[7]李根强.伦理型领导、组织认同与员工亲组织非伦理行为:特质调节焦点的调节作用[J].科学学与科学技术管理,2016,37(12):125-135.
[8]郭晓薇.中国情境中的上下级关系构念研究述评—兼论领导—成员交换理论的本土贴切性[J].南开管理评论,2011,14(2):61-68.
[9]Law K S,Wong C,Wang D,et al.Effect of supervisor-subordinate Guanxi on supervisory decisions in China:An empirical investigation[J].International Journal of Human Resource Management,2000,11(4):751-765.
[10]林英晖,程垦.领导—部属交换与员工亲组织非伦理行为:差序格局视角[J].管理科学,2016,29(5):57-70.
[11]Wei L Q,Liu J,Chen Y Y,et al.Political skill,supervisor-subordinate Guanxi and career prospects in chinese firms[J].Journal of Management Studies,2010,47(3):437-454.
[12]Katrinli A,Atabay G,Gunay G,et al.Leader-member exchange,organizational identification and the mediating role of job involvement for nurses[J].Journal of Advanced Nursing,2008,64(4):354-362.
[13]Chen N Y,Tjosvold D.Guanxi and leader member relationships between American managers and Chinese employees:Open-minded dialogue as mediator[J].Asia Pacific Journal of Management,2007,24(2):171-189.
[14]Zhang L,Deng Y.Guanxi with supervisor and counterproductive work behavior:The mediating role of job satisfaction[J].Journal of Business Ethics,2016,134(3):413-427.
[15]Liu P,Shi J.Trust in the subordinate and deference to supervisor in china:A moderated mediation model of supervisor-subordinate Guanxi and political mentoring[J].Chinese Management Studies,2017,11(6):599-616.
[16]樊耘,陈倩倩,吕霄.LMX对员工反馈寻求行为的影响机制研究:基于分配公平和权力感知的视角[J].科学学与科学技术管理,2015,36(10):158-168.
[17]Emerson R M.Social exchange theory[J].Annual Review of Sociology,1976,2(7):335-362.
[18]Gouldner A W.The norm of reciprocity:A preliminary statement[J].American Sociological Review,1960,25(2):161-178.
[19]李宗波,陈红.上下属关系对员工知识分享行为的影响:组织认同和集体主义导向的作用[J].管理工程学报,2015,29(3):30-38.
[20]李谷,周晖,丁如一.道德自我调节对亲社会行为和违规行为的影响[J].心理学报,2013,45(6):672-679.
[21]Wu C H,Liu J,Kwan H K,et al.Why and when workplace ostracism inhibits organizational citizenship behaviors:An organizational identification perspective[J].Journal of Applied Psychology,2016,101(3):362-378.
[22]Ashforth B E,Mael F.Social identity theory and the organization[J].Academy of Management Review,1989,14(1):20-39.
[23]Piccoli B,Callea A,Urbini F,et al.Job insecurity and performance:The mediating role of organizational identification[J].Personnel Review,2017,46(8):1508-1522.
[24]谢俊,汪林,储小平.关系视角的经理人反馈寻求行为:心理预期和政治技能的影响[J].南开管理评论,2013,16(4):4-12.
[25]Tyler T R.Why people cooperate with organizations:An identity-based perspective[J].Research in Organizational Behavior,1999,21(1):201-246.
[26]Shen Y,Jackson T,Ding C,et al.Linking perceived organizational support with employee work outcomes in a Chinese context:Organizational identification as a mediator[J].European Management Journal,2014,32(3):406-412.
[27]Ashforth B E,Harrison S H,Corley K G.Identification in organizations:An examination of four fundamental questions[J].Journal of Management,2008,34(3):325-374.
[28]Li Y,Fan J,Zhao S.Organizational identification as a double-edged sword:Dual effects on job satisfaction and life satisfaction[J].Journal of Personnel Psychology,2015,14(4):182-191.
[29]Ashforth B E,Anand V.The normalization of corruption in organizations[J].Research in Organizational Behavior,2003,25(1):1-52.
[30]Chen M,Chen C C,Sheldon O J.Relaxing moral reasoning to win:How organizational identification relates to unethical pro-organizational behavior[J].Journal of Applied Psychology,2016,101(8):1082-1096.
[31]Leavitt K,Sluss D M.Lying for who we are:An identity-based model of workplace dishonesty[J].Academy of Management Review,2015,40(4):587-610.
[32]Choi Y,Mai-Dalton R R.The model of followers'responses to self-sacrificial leadership:An empirical test[J].Leadership Quarterly,1999,10(3):397-421.
[33]Choi Y,Mai-Dalton R R.On the leadership function of self-sacrifice[J].Leadership Quarterly,1998,9(4):475-501.
[34]李锐,田晓明,孙建群.自我牺牲型领导对员工知识共享的作用机制[J].南开管理评论,2014,17(5):24-32.
[35]田晓明,李锐.自我牺牲型领导能促进员工的前瞻行为吗?责任感知的中介效应及其边界条件[J].心理学报,2015,47(12):1472-1485.
[36]Umphress E E,Bingham J B.When employees do bad things for good reasons:Examining unethical pro-organizational behaviors[J].Organization Science,2011,22(3):621-640.
[37]Mael F,Ashforth B E.Alumni and their alma mater:A partial test of the reformulated model of organizational identification[J].Journal of Organizational Behavior,1992,13(2):103-123.
[38]Cremer D D,Knippenberg D V.Leader self-sacrifice and leadership effectiveness:The moderating role of leader self-confidence[J].Organizational Behavior&Human Decision Processes,2004,95(2):140-155.
[39]Siemsen E,Roth A,Oliveira P.Common method bias in regression models with linear,quadratic,and interaction effects[J].Organizational Research Methods,2010,13(3):456-476.
[40]Baron R M,Kenny D A.The moderator-mediator variable distinction in social psychological research:Conceptual,strategic,and statistical considerations[J].Journal of Personality&Social Psychology,1986,51(6):448-452.
[41]Mackinnon D P,Lockwood C M,Williams J.Confidence limits for the indirect effect:Distribution of the product and resampling methods[J].Multivariate Behavioral Research,2004,39(1):99-128.
[42]Aiken L S,West S G.Multiple regression:Testing and interpreting interactions[J].Journal of the Operational Research Society,1994,45(1):119-120.
[43]Wong Y,Wong S,Wong Y.A study of subordinate-supervisor guanxi in Chinese joint ventures[J].International Journal of Human Resource Management,2010,21(12):2142-2155.
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