不当督导对强制性公民行为影响机制及权变因素研究
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摘要
员工在工作场所的行为一直是组织行为领域研究的焦点（Fay&Sonnentag,2010）。一般而言，员工的工作行为可分为两类：角色内与角色外行为（Katz,1964）。其中，角色外行为由于处于正式工作体系之外，因而受到大量关注。早期的研究一直以自愿的情感为基础，甚至称之为“自愿性工作行为”（Fay&Sonnentag,2010）。但近些年来，有学者发现员工的有些工作行为并非出于自愿，而是一种被迫无奈的行为（Vigoda-Gadot,2006）。中国组织中广泛存在的“被”现象即是其典型表现，如被加班、被全勤、被捐款等行为，Vigoda-Gadot(2006)将其命名为强制性公民行为（简称CCB）。CCB可能对员工的工作态度与绩效产生消极的影响（彭正龙等，2011），而欲防治这种行为，则需对其诱发因素及作用机制有所了解，但鲜有研究对此予以关注。
从理论上，不当督导是CCB的一个重要影响因素，管理者的强迫、压制等不当行为可能导致员工的CCB（Vigoda-Gadot,2006）。但鲜有研究对此进行实证检验，更遑论二者关系作用路径的分析。仅有的实证研究主要考虑的是员工心理上的风险与威胁感知，即不当督导造成下属心理安全上的威胁，因而会迫使他们履行CCB（Zhaoet al,2013）；但这一路径可能忽略了权威服从在其中的作用，即不当督导使下属感知到主管的权力与权威，这使他们感知到来自上司的压力，进而不得不予以服从。对第一条路径只有很少的学者予以探讨，而第二条路径则仅限于类似的理论分析（如万华等，2011），尚缺乏实证上的检验。
此外，由于东西方社会文化差异较大，儒家文化传统下的一些本土特征可能使得不当督导与CCB的表现强度及关联程度均有所不同。而作为儒家文化本质特征的“关系主义”定位（黄光国，2009），员工不同的关系取向程度可能在二者关系中起权变作用。与之类似，员工对某一行为的工具倾向也同样可能影响二者关联的大小。但尚未有研究对这些本土化变量进行探讨，因此，亦有必要对其进行检验。
因此，针对以上问题，本研究在梳理前人文献及探索性研究的基础上，分别从风险规避与权威服从两个视角构建了“不当督导—心理安全感/上司压力—CCB”的双中介作用路径模型；并探讨了关系取向与工具倾向这两个本土文化变量的调节作用。
通过对10名员工的深度访谈、40名员工的开放式问卷调查及571份双时段配对样本的收集，本研究对理论模型就行了整合与检验。在控制了组织开放性程度、工作流动性知觉及组织嵌入度等控制变量之后，得出的主要结论有：
（1）不当督导可以显著预测员工的CCB，主管的不当督导程度越高，下属展现CCB的可能性越大；
（2）感知上司压力在二者关系中起部分中介作用，即不当督导行为使下属感知到来源于上司的压力，在这种压力之下，即使上司的命令是强制的，下属也往往选择服从；
（3）心理安全感在二者关系中起完全中介作用，即主管的不当督导行为会显著降低下属在心理安全上的知觉，为平衡或排除这种不良感知，下属也可能履行上司要求之CCB；
（4）关系取向对不当督导-CCB的关系大小起反向调节作用，即低关系取向的员工相对于高关系取向的员工而言，不当督导与其感知到的CCB之间的关系较强。
（5）工具倾向对不当督导-CCB的关系大小起正向调节作用，即高工具性的员工相对于低工具性的员工而言，在上司的不当督导行为之下，有更大的可能表现出CCB。
本研究的理论贡献有：
（1）为不当督导与CCB的关系提供了实证经验。先期研究对二者关系的探讨多限于理论分析，实证研究很少，本研究从组织中广泛存在的“被”现象出发，并识别出不当督导的诱发作用，明确了不当督导对CCB的影响。
（2）识别了不当督导-CCB关系的作用机制：感知上司压力与心理安全感分别在其中起部分与完全中介作用。本研究不仅再次验证了Zhao et al(2013)心理安全感的中介机制，还发现了二者关系的另一条路径：上司压力的中介作用，且双中介路径的解释力更高，深化了对二者之间作用方式的认识。
（3）识别了不当督导-CCB关系的权变因素：关系取向与工具倾向分别在其中起反向与正向调节作用。从本土化角度解释了关系主义的华人组织中，员工遭遇不当督导时对CCB的反应在何种条件下发生改变，这反映了中国组织情境下确有不同于西方的本土性传统文化因素对员工发挥重要影响。
本研究也提供了一定的管理启示：
（1）管理者应对组织中现实存在的CCB及其影响因素不当督导予以关注。
（2）依据组织资源与管理方针的侧重，单独或同时从员工的上司压力与心理安全方面着手，制定政策或目标。尤其，本研究结果表明心理安全感的中介效应大于上司压力，且上司压力也部分地影响员工的心理安全感。这提示着我们：若在组织资源与能力有限的条件下，应该抓主要矛盾，优先采取对策提高员工的心理安全感，则有可能产生更大效果。同时，几条作用机制均起影响，这意味着，有条件时，组织最好能多管齐下，相互补充以最大限度减少CCB。
（3）对不同行为特质的员工应予以区别对待，有针对性地采取措施。管理者要尽可能注意到员工的关系取向高低及工具性动机强弱。一方面，低关系倾向的员工面对不当督导时更易产生被迫感知，因此领导者应通过加强沟通、进行团队协作等方式提高这部分员工对人际关系的重视，从而降低其对公民行为的受迫性感知。另一方面，高工具性的员工则更易表现出CCB，因此领导者可以通过调整考评方式，如进行360°考评，让同事、上级、下属、员工自身都参与考评，并通过测定、培训等使员工形成正确的公民意识，使这部分人降低工具性动机。
Employee’ behaviors in the workplace are always the focus in thefield of organizational behavior (Fay&Sonnentag,2010). In general,the employee' work behaviors can be divided into two categories: in-and extra-role behaviors (Katz,1964). Among them, extra-role behaviorshave get lots of attention due to outside in a formal work system. Earlystudies on this kind of behavior have been voluntary emotion as afoundation, even called it "Discretionary Work Behaviour"(Fay&Sonnentag,2010). But recent years, some scholars have found some ofthe employee's work behavior is not voluntary, but a kind of behaviorwas forced or compulsory (Vigoda-Gadot,2006). Those "bei"phenomenons widely existing in Chinese organizations are the typicalacts, such as bei-overtime, bei-attendance, bei-donation. Vigoda-Gadot (2006) named it as “compulsory citizenship behavior (CCBs)”. CCBsmay have a negative impact on employee's work attitude andperformance (Peng et al,2011), in order to control this behavior,managers should understand CCBs’ inducing factors and its mechanism,but little studies were concerned.
Theoretically, abusive supervision is an important influencingfactor of CCB, managers’ forcing or compulsory behavior may result inCCBs (Vigoda-Gadot,2006). But there is little research on empirical test,let alone their relationship path. The only empirical studies mainconsider the risk and threat of employee psychological perception,namely abusive supervision induces subordinates’ psychological securitythreats, which would force them to perform CCB (Zhao et al,2013);however, this path may neglect the role of obey authority, namely,abusive supervision make subordinates perceive supervisor’s power andthe authority, which makes them feel pressure from boss, and then had tobe obeyed. The first path only few scholars to investigate, and thesecond path is merely a matter of similar theory analysis (Wan et al, 2011), still lack of empirical test.
In addition, because the differences between eastern and Westernculture, some indigenizational characteristic of Confucian culturaltradition may make the difference on degree and correlation of abusivesupervision and CCB. As the essence of Confucian "relationalism"(Hwang,2009), the different degree of guanxi orientation may playmoderator role between between abusive supervision-CCB. Similarly,the instrumetal tendency of staff’ behavior is also likely to affect thisrelationship. But there is no study on the indigenizational variables,therefore, it is necessary to examine their role.
Therefore, in view of the above problems, based on thepredecessors and exploration research, separately from two perspectivesof risk aversion and obedience to authority, this study constructs doublemediation path model of "abusive supervision-psychologicalsecurity/obedience pressure-CCB"; and explores the moderating effectof guanxi orientation and instrumental tendency of the twoindigenizational cultural variables.
Through a depth interview of10employees, an open questionnaireof40employees and571two period dyad sample collection, this studyintegrates and tests the theoretical model. After controlling the variablessuch as organizational openness, perceived job mobility andorganizational embeddedness, the main conclusions are as follows:
(1)Abusive supervision could significantly predicts employee’CCBs, that is, the higher abusive supervision is, the greater thepossibility of subordinate shows CCB;
(2)Obedience pressure plays a part intermediary role in therelationship between the above two, abusive behaviors of supervisionmake subordinates perceive the pressure from boss, under the pressure,even if the boss's commands is mandatory, subordinates are often chooseto obey;
(3)Psychological security plays a full mediator effect in therelationship between the above two, that is, abusive supervision behaviorwill reduce subordinates' psychological safety perception, in order toexclude or equilibrium this negative perception, subordinate mayalso perform CCB under boss's order;
(4)Guanxi orientation reverse moderates abusive supervision-CCBrelationship, that is, compare with the staff who is high guanxiorientation, those ones low orientation embody stronger relationshipbewteen abusive supervision and CCB;
(5)Instrumental tendency has a positive moderator between the two,those employees who is high instrumental tendency(rather than lowinstrumental tendency), are more likely to show CCB under boss’sabusive supervision.
Theoretical contributions of this study are:
(1)Providing empirical experience for the relationship betweenabusive supervision-CCB. Preliminary study of the relationship betweenthe two is mostly limited to theoretical analysis, there is very littleempirical research. This study starts from the existing widely "Bei"phenomenons in organizations, identified the induced effects of abusivesupervision, tested the effect of abusive supervision on CCB.
(2)Recognizing the mechanism of the relationship between the two. Perceived superior pressure and psychological safety were a part and fullmediator role. This research not only further defines Zhao et al(2013)mediating mechanism of psychological security, also found another pathbetween the two: the mediating role of obedience pressure, and thedouble mediating paths makes more explanation power, this deepen theunderstanding of interactions between the two.
(3)Recognizing the contingency factors of abusivesupervision-CCB: guanxi orientation and instrumental tendency isseparately reverse and positive moderator role. From theindigenizational perspective, explaining the reaction on CCB whenemployees face abusive supervision in relationism of Chineseorganizations, reflects the indigenizational traditional cultural factors inChinese organizational context is different from the western.
This study also provides some management inspiration:
(1)Reminding managers vaule CCB in organization and itsinfluencing factor--abusive supervision.
(2)Basis on organizational resources and management policy, individually or simultaneously considering the employee's obediencepressure and psychological safety, formulating policy or target.Especially, the results of this study show that the mediating effect ofpsychological security is greater than obedience pressure, and obediencepressure also partly influence employee's psychological security. Thisconclusion reminds us: under the limited conditions of organizationalresource and capability, should grasp the principal contradiction, priorityto take measures to improve the staff's psychological security, it is likelyto have the biggest effect. At the same time, several mechanisms all takeefeect, this means that, when conditions permit, organization wouldmulti-pronged, complement each other in order to minimize CCB.
(3)For employees who have different behavior characteristicsshould be the distinction, targeted measures. Managers should payattention to employee guanxi orientation level and instrumentalmotivation as possible. On one hand, those employees low guanxiorientation is more sensitive to CCB facing abusive supervision, soleaders should be through the strengthening of communication, team cooperation, improve the staff pay attention to interpersonal relationship,thus reducing the citizenship behavior forced perception. On the otherhand, employees high instrumental tendency are more likely to exhibitCCB, so leaders can adjust the evaluation methods, such as360°evaluation, let colleagues, superiors, subordinates, staff are involved inthe evaluation, and through the test, training staff to form the right ofcitizen consciousness, so that this kind people to reduce instrumentalmotivation.
从理论上，不当督导是CCB的一个重要影响因素，管理者的强迫、压制等不当行为可能导致员工的CCB（Vigoda-Gadot,2006）。但鲜有研究对此进行实证检验，更遑论二者关系作用路径的分析。仅有的实证研究主要考虑的是员工心理上的风险与威胁感知，即不当督导造成下属心理安全上的威胁，因而会迫使他们履行CCB（Zhaoet al,2013）；但这一路径可能忽略了权威服从在其中的作用，即不当督导使下属感知到主管的权力与权威，这使他们感知到来自上司的压力，进而不得不予以服从。对第一条路径只有很少的学者予以探讨，而第二条路径则仅限于类似的理论分析（如万华等，2011），尚缺乏实证上的检验。
此外，由于东西方社会文化差异较大，儒家文化传统下的一些本土特征可能使得不当督导与CCB的表现强度及关联程度均有所不同。而作为儒家文化本质特征的“关系主义”定位（黄光国，2009），员工不同的关系取向程度可能在二者关系中起权变作用。与之类似，员工对某一行为的工具倾向也同样可能影响二者关联的大小。但尚未有研究对这些本土化变量进行探讨，因此，亦有必要对其进行检验。
因此，针对以上问题，本研究在梳理前人文献及探索性研究的基础上，分别从风险规避与权威服从两个视角构建了“不当督导—心理安全感/上司压力—CCB”的双中介作用路径模型；并探讨了关系取向与工具倾向这两个本土文化变量的调节作用。
通过对10名员工的深度访谈、40名员工的开放式问卷调查及571份双时段配对样本的收集，本研究对理论模型就行了整合与检验。在控制了组织开放性程度、工作流动性知觉及组织嵌入度等控制变量之后，得出的主要结论有：
（1）不当督导可以显著预测员工的CCB，主管的不当督导程度越高，下属展现CCB的可能性越大；
（2）感知上司压力在二者关系中起部分中介作用，即不当督导行为使下属感知到来源于上司的压力，在这种压力之下，即使上司的命令是强制的，下属也往往选择服从；
（3）心理安全感在二者关系中起完全中介作用，即主管的不当督导行为会显著降低下属在心理安全上的知觉，为平衡或排除这种不良感知，下属也可能履行上司要求之CCB；
（4）关系取向对不当督导-CCB的关系大小起反向调节作用，即低关系取向的员工相对于高关系取向的员工而言，不当督导与其感知到的CCB之间的关系较强。
（5）工具倾向对不当督导-CCB的关系大小起正向调节作用，即高工具性的员工相对于低工具性的员工而言，在上司的不当督导行为之下，有更大的可能表现出CCB。
本研究的理论贡献有：
（1）为不当督导与CCB的关系提供了实证经验。先期研究对二者关系的探讨多限于理论分析，实证研究很少，本研究从组织中广泛存在的“被”现象出发，并识别出不当督导的诱发作用，明确了不当督导对CCB的影响。
（2）识别了不当督导-CCB关系的作用机制：感知上司压力与心理安全感分别在其中起部分与完全中介作用。本研究不仅再次验证了Zhao et al(2013)心理安全感的中介机制，还发现了二者关系的另一条路径：上司压力的中介作用，且双中介路径的解释力更高，深化了对二者之间作用方式的认识。
（3）识别了不当督导-CCB关系的权变因素：关系取向与工具倾向分别在其中起反向与正向调节作用。从本土化角度解释了关系主义的华人组织中，员工遭遇不当督导时对CCB的反应在何种条件下发生改变，这反映了中国组织情境下确有不同于西方的本土性传统文化因素对员工发挥重要影响。
本研究也提供了一定的管理启示：
（1）管理者应对组织中现实存在的CCB及其影响因素不当督导予以关注。
（2）依据组织资源与管理方针的侧重，单独或同时从员工的上司压力与心理安全方面着手，制定政策或目标。尤其，本研究结果表明心理安全感的中介效应大于上司压力，且上司压力也部分地影响员工的心理安全感。这提示着我们：若在组织资源与能力有限的条件下，应该抓主要矛盾，优先采取对策提高员工的心理安全感，则有可能产生更大效果。同时，几条作用机制均起影响，这意味着，有条件时，组织最好能多管齐下，相互补充以最大限度减少CCB。
（3）对不同行为特质的员工应予以区别对待，有针对性地采取措施。管理者要尽可能注意到员工的关系取向高低及工具性动机强弱。一方面，低关系倾向的员工面对不当督导时更易产生被迫感知，因此领导者应通过加强沟通、进行团队协作等方式提高这部分员工对人际关系的重视，从而降低其对公民行为的受迫性感知。另一方面，高工具性的员工则更易表现出CCB，因此领导者可以通过调整考评方式，如进行360°考评，让同事、上级、下属、员工自身都参与考评，并通过测定、培训等使员工形成正确的公民意识，使这部分人降低工具性动机。
Employee’ behaviors in the workplace are always the focus in thefield of organizational behavior (Fay&Sonnentag,2010). In general,the employee' work behaviors can be divided into two categories: in-and extra-role behaviors (Katz,1964). Among them, extra-role behaviorshave get lots of attention due to outside in a formal work system. Earlystudies on this kind of behavior have been voluntary emotion as afoundation, even called it "Discretionary Work Behaviour"(Fay&Sonnentag,2010). But recent years, some scholars have found some ofthe employee's work behavior is not voluntary, but a kind of behaviorwas forced or compulsory (Vigoda-Gadot,2006). Those "bei"phenomenons widely existing in Chinese organizations are the typicalacts, such as bei-overtime, bei-attendance, bei-donation. Vigoda-Gadot (2006) named it as “compulsory citizenship behavior (CCBs)”. CCBsmay have a negative impact on employee's work attitude andperformance (Peng et al,2011), in order to control this behavior,managers should understand CCBs’ inducing factors and its mechanism,but little studies were concerned.
Theoretically, abusive supervision is an important influencingfactor of CCB, managers’ forcing or compulsory behavior may result inCCBs (Vigoda-Gadot,2006). But there is little research on empirical test,let alone their relationship path. The only empirical studies mainconsider the risk and threat of employee psychological perception,namely abusive supervision induces subordinates’ psychological securitythreats, which would force them to perform CCB (Zhao et al,2013);however, this path may neglect the role of obey authority, namely,abusive supervision make subordinates perceive supervisor’s power andthe authority, which makes them feel pressure from boss, and then had tobe obeyed. The first path only few scholars to investigate, and thesecond path is merely a matter of similar theory analysis (Wan et al, 2011), still lack of empirical test.
In addition, because the differences between eastern and Westernculture, some indigenizational characteristic of Confucian culturaltradition may make the difference on degree and correlation of abusivesupervision and CCB. As the essence of Confucian "relationalism"(Hwang,2009), the different degree of guanxi orientation may playmoderator role between between abusive supervision-CCB. Similarly,the instrumetal tendency of staff’ behavior is also likely to affect thisrelationship. But there is no study on the indigenizational variables,therefore, it is necessary to examine their role.
Therefore, in view of the above problems, based on thepredecessors and exploration research, separately from two perspectivesof risk aversion and obedience to authority, this study constructs doublemediation path model of "abusive supervision-psychologicalsecurity/obedience pressure-CCB"; and explores the moderating effectof guanxi orientation and instrumental tendency of the twoindigenizational cultural variables.
Through a depth interview of10employees, an open questionnaireof40employees and571two period dyad sample collection, this studyintegrates and tests the theoretical model. After controlling the variablessuch as organizational openness, perceived job mobility andorganizational embeddedness, the main conclusions are as follows:
(1)Abusive supervision could significantly predicts employee’CCBs, that is, the higher abusive supervision is, the greater thepossibility of subordinate shows CCB;
(2)Obedience pressure plays a part intermediary role in therelationship between the above two, abusive behaviors of supervisionmake subordinates perceive the pressure from boss, under the pressure,even if the boss's commands is mandatory, subordinates are often chooseto obey;
(3)Psychological security plays a full mediator effect in therelationship between the above two, that is, abusive supervision behaviorwill reduce subordinates' psychological safety perception, in order toexclude or equilibrium this negative perception, subordinate mayalso perform CCB under boss's order;
(4)Guanxi orientation reverse moderates abusive supervision-CCBrelationship, that is, compare with the staff who is high guanxiorientation, those ones low orientation embody stronger relationshipbewteen abusive supervision and CCB;
(5)Instrumental tendency has a positive moderator between the two,those employees who is high instrumental tendency(rather than lowinstrumental tendency), are more likely to show CCB under boss’sabusive supervision.
Theoretical contributions of this study are:
(1)Providing empirical experience for the relationship betweenabusive supervision-CCB. Preliminary study of the relationship betweenthe two is mostly limited to theoretical analysis, there is very littleempirical research. This study starts from the existing widely "Bei"phenomenons in organizations, identified the induced effects of abusivesupervision, tested the effect of abusive supervision on CCB.
(2)Recognizing the mechanism of the relationship between the two. Perceived superior pressure and psychological safety were a part and fullmediator role. This research not only further defines Zhao et al(2013)mediating mechanism of psychological security, also found another pathbetween the two: the mediating role of obedience pressure, and thedouble mediating paths makes more explanation power, this deepen theunderstanding of interactions between the two.
(3)Recognizing the contingency factors of abusivesupervision-CCB: guanxi orientation and instrumental tendency isseparately reverse and positive moderator role. From theindigenizational perspective, explaining the reaction on CCB whenemployees face abusive supervision in relationism of Chineseorganizations, reflects the indigenizational traditional cultural factors inChinese organizational context is different from the western.
This study also provides some management inspiration:
(1)Reminding managers vaule CCB in organization and itsinfluencing factor--abusive supervision.
(2)Basis on organizational resources and management policy, individually or simultaneously considering the employee's obediencepressure and psychological safety, formulating policy or target.Especially, the results of this study show that the mediating effect ofpsychological security is greater than obedience pressure, and obediencepressure also partly influence employee's psychological security. Thisconclusion reminds us: under the limited conditions of organizationalresource and capability, should grasp the principal contradiction, priorityto take measures to improve the staff's psychological security, it is likelyto have the biggest effect. At the same time, several mechanisms all takeefeect, this means that, when conditions permit, organization wouldmulti-pronged, complement each other in order to minimize CCB.
(3)For employees who have different behavior characteristicsshould be the distinction, targeted measures. Managers should payattention to employee guanxi orientation level and instrumentalmotivation as possible. On one hand, those employees low guanxiorientation is more sensitive to CCB facing abusive supervision, soleaders should be through the strengthening of communication, team cooperation, improve the staff pay attention to interpersonal relationship,thus reducing the citizenship behavior forced perception. On the otherhand, employees high instrumental tendency are more likely to exhibitCCB, so leaders can adjust the evaluation methods, such as360°evaluation, let colleagues, superiors, subordinates, staff are involved inthe evaluation, and through the test, training staff to form the right ofcitizen consciousness, so that this kind people to reduce instrumentalmotivation.
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