员工建言促进工作绩效:谦卑领导的调节作用
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摘要
员工建言虽然有益于组织发展,但是对员工个人却并不总是有利,建言行为对员工自身发展的影响取决于管理者对建言的态度和回应。这方面的实证研究非常有限,并且更多研究探讨忽视和负面评价等消极领导因素在员工建言积极效应实现中的阻碍作用,而较少探讨谦卑领导这样一种积极领导因素对员工建言积极效应发挥的促进作用。在已有研究基础上,基于群体卷入模型的视角,探讨管理者的谦卑领导行为在员工建言与工作绩效关系间的调节作用,并检验组织自尊在其间发挥的中介作用。收集湖北省和江苏省多家企业的367对有效的上-下级配对数据,采用有中介的调节作用检验方法进行实证检验。研究结果表明,①谦卑领导在员工建言和工作绩效的关系间发挥正向调节作用,作为建言对象的管理者谦卑领导水平越高,员工建言对工作绩效的积极影响越强;②谦卑领导在员工建言与组织自尊的关系间发挥正向调节作用,管理者的谦卑领导水平越高,员工建言对组织自尊的积极影响也越强;③组织自尊在谦卑领导与员工建言交互影响工作绩效的过程中发挥中介作用,即员工建言既可能出于对组织利益和发展的关心,也可能出于对自身群体身份和地位信息的寻求,而具有谦卑领导特征的管理者更可能对员工建言持开放态度并给予积极回应,有助于向建言者传递组织对其努力和价值的尊重、重视和认可等有关群体身份和地位的重要信息,增强建言者的组织自尊,进而激发其后续努力工作的动机并做出良好绩效。此即"谏者有为"效应实现机制的一种解释。探讨谦卑领导在员工建言与工作绩效关系间的调节作用,既是对近年来研究者呼吁探讨领导反馈在员工建言效应机制中的重要作用的积极响应,也是对已有研究的有益拓展。研究结果可以为组织管理实践提供有益启示,提醒管理者应重视建言行为在员工激励中的重要作用,不仅要鼓励和引导员工积极建言,还要对员工建言进行积极倾听和回应。
It is generally accepted that employee voice is good for organizational development. However,employee voice may not always bring positive outcomes to themselves. Some recent research showed that whether employee voice is good or not for an employee's development depends on supervisory attitude and responsiveness. At present,the empirical researches on this topic are still very limited. Moreover,the existing researches mainly focused on the negative role of some negative leadership characters(e. g.,neglect,negative evaluation) on the relationship between employee voice and the important outcomes.Based on the group engagement model,this research studied the moderating effect of humble leadership on the relationship between employee voice and job performance. Furthermore,the mediating role of employees' organization-based self-esteem(OBSE) was also examined. A total of 367 sets of supervisor-subordinate matching questionnaires were collected. A hypothetical mediated moderator model was proposed and tested.Results indicated that humble leadership significantly moderates the relationship between employee voice and job performance. The higher the level of supervisors' humble leadership,the stronger the positive influence of employee voice on their job performance. Further,humble leadership can also moderate the relationship between employee voice and their OBSE. The higher the level of supervisors' humble leadership,the stronger the positive influence of employee voice on their OBSE. In addition,the interactive effect of humble leadership and employee voice on job performance is mediated by OBSE. In other words,employee voice may be an important way through which employees seek for the important information about their group status or value.Humble supervisors are more likely to be open to employee voice and make positive response. Then the positive attitude and response of humble supervisors can make employees feel respected and recognized which,in turn,motivates them to work actively and hard. Lastly,their job performance will improve accordingly. This is a new perspective for people to understand why employee voice makes employees better.This research was not only active response to the recent call for studying the important role of leadership during the relationship of employee voice and important outcomes,but also a beneficial extension of the existing researches. The findings can provide useful implications for organizational management practices. They suggest that managers should pay attention to the significance of employee voice in motivating them to achieve higher performance. In addition to encouraging and guiding employees' to raise their voice,managers should also listen and respond to employee voice carefully and positively.
It is generally accepted that employee voice is good for organizational development. However,employee voice may not always bring positive outcomes to themselves. Some recent research showed that whether employee voice is good or not for an employee's development depends on supervisory attitude and responsiveness. At present,the empirical researches on this topic are still very limited. Moreover,the existing researches mainly focused on the negative role of some negative leadership characters(e. g.,neglect,negative evaluation) on the relationship between employee voice and the important outcomes.Based on the group engagement model,this research studied the moderating effect of humble leadership on the relationship between employee voice and job performance. Furthermore,the mediating role of employees' organization-based self-esteem(OBSE) was also examined. A total of 367 sets of supervisor-subordinate matching questionnaires were collected. A hypothetical mediated moderator model was proposed and tested.Results indicated that humble leadership significantly moderates the relationship between employee voice and job performance. The higher the level of supervisors' humble leadership,the stronger the positive influence of employee voice on their job performance. Further,humble leadership can also moderate the relationship between employee voice and their OBSE. The higher the level of supervisors' humble leadership,the stronger the positive influence of employee voice on their OBSE. In addition,the interactive effect of humble leadership and employee voice on job performance is mediated by OBSE. In other words,employee voice may be an important way through which employees seek for the important information about their group status or value.Humble supervisors are more likely to be open to employee voice and make positive response. Then the positive attitude and response of humble supervisors can make employees feel respected and recognized which,in turn,motivates them to work actively and hard. Lastly,their job performance will improve accordingly. This is a new perspective for people to understand why employee voice makes employees better.This research was not only active response to the recent call for studying the important role of leadership during the relationship of employee voice and important outcomes,but also a beneficial extension of the existing researches. The findings can provide useful implications for organizational management practices. They suggest that managers should pay attention to the significance of employee voice in motivating them to achieve higher performance. In addition to encouraging and guiding employees' to raise their voice,managers should also listen and respond to employee voice carefully and positively.
引文
[1]段锦云,魏秋江.建言效能感结构及其在员工建言行为发生中的作用.心理学报,2012,44(7):972-985.DUAN Jinyun,WEI Qiujiang. The structure of voice efficacy and its role in the formation mechanism of employee voice behavior. Acta Psychologica Sinica,2012,44(7):972-985.(in Chinese)
[2] MORRISON E W. Employee voice behavior:integration and directions for future research. The Academy of Management Annals,2011,5(1):373-412.
[3]段锦云.中国背景下建言行为研究:结构、形成机制及影响.心理科学进展,2011,19(2):185-192.DUAN Jinyun. The research of employee voice in Chinese context:construct,mechanism formation and its effect. Advances in Psychological Science,2011,19(2):185-192.(in Chinese)
[4] MCCLEAN E J,BURRIS E R,DETERT J R. When does voice lead to exit? It depends on leadership. Academy of Management Journal,2013,56(2):525-548.
[5] BURRIS E R. The risks and rewards of speaking up:managerial responses to employee voice. Academy of Management Journal,2012,55(4):851-875.
[6] DETERT J R,TREVIO L K. Speaking up to higher-ups:how supervisors and skip-level leaders influence employee voice. Organization Science,2010,21(1):249-270.
[7] BASHSHUR M R,OC B. When voice matters:a multilevel review of the impact of voice in organizations. Journal of Management,2015,41(5):1530-1554.
[8] MORRISON E W. Employee voice and silence. Annual Review of Organizational Psychology and Organizational Behavior,2014,1(1):173-197.
[9] DETERT J R,BURRIS E R,HARRISON D A,et al. Voice flows to and around leaders:understanding when units are helped or hurt by employee voice. Administrative Science Quarterly,2013,58(4):624-668.
[10] FAST N J,BURRIS E R,BARTEL C A. Managing to stay in the dark:managerial self-efficacy,ego defensiveness,and the aversion to employee voice. Academy of Management Journal,2014,57(4):1013-1034.
[11] THOMAS J P,WHITMAN D S,VISWESVARAN C. Employee proactivity in organizations:a comparative meta-analysis of emergent proactive constructs. Journal of Occupational and Organizational Psychology,2010,83(2):275-300.
[12] HUNTON J E,PRICE K H,HALL T W. A field experiment examining the effects of membership in voting majority and minority subgroups and the ameliorating effects of postdecisional voice. Journal of Applied Psychology,1996,81(6):806-812.
[13] ALLEN T D,RUSH M C. The effects of organizational citizenship behavior on performance judgments:a field study and a laboratory experiment. Journal of Applied Psychology,1998,83(2):247-260.
[14] TYLER T R,BLADER S L. The group engagement model:procedural justice,social identity,and cooperative behavior.Personality and Social Psychology Review,2003,7(4):349-361.
[15] OU A Y,WALDMAN D A,PETERSON S J. Do humble CEOs matter? An examination of CEO humility and firm outcomes. Journal of Management,2018,44(3):1147-1173.
[16]冯镜铭,刘善仕,吴坤津,等.谦卑型领导研究探析.外国经济与管理,2014,36(3):38-47.FENG Jingming,LIU Shanshi,WU Kunjin,et al. A literature review on humble leadership. Foreign Economics&Management,2014,36(3):38-47.(in Chinese)
[17] OU A Y,TSUI A S,KINICKI A J,et al. Humble chief executive officers'connections to top management team integration and middle managers'responses. Administrative Science Quarterly,2014,59(1):34-72.
[18] OWENS B P,HEKMAN D R. How does leader humility influence team performance? Exploring the mechanisms of contagion and collective promotion focus. Academy of Management Journal,2016,59(3):1088-1111.
[19] OWENS B P,JOHNSON M D,MITCHELL T R. Expressed humility in organizations:implications for performance,teams,and leadership. Organization Science,2013,24(5):1517-1538.
[20]唐汉瑛,龙立荣,周如意.谦卑领导行为与下属工作投入:有中介的调节模型.管理科学,2015,28(3):77-89.TANG Hanying,LONG Lirong,ZHOU Ruyi. Humble leadership behavior and subordinates'work engagement:a mediated moderation model. Journal of Management Science,2015,28(3):77-89.(in Chinese)
[21] ARGANDOA A. Humility in management. Journal of Business Ethics,2015,132(1):63-71.
[22] TYLER T R. Conditions leading to value-expressive effects in judgments of procedural justice:a test of four models. Journal of Personality and Social Psychology,1987,52(2):333-344.
[23] LIND E A,KANFER R,EARLEY P C. Voice,control,and procedural justice:instrumental and noninstrumental concerns in fairness judgments. Journal of Personality and Social Psychology,1990,59(5):952-959.
[24] JANSSEN O,GAO L P. Supervisory responsiveness and employee self-perceived status and voice behavior. Journal of Management,2015,41(7):1854-1872.
[25] BLADER S L,TYLER T R. Testing and extending the group engagement model:linkages between social identity,procedural justice,economic outcomes,and extrarole behavior. Journal of Applied Psychology,2009,94(2):445-464.
[26] PIERCE J L,GARDNER D G,CUMMINGS L L,et al. Organization-based self-esteem:construct definition,measurement and validation. Academy of Management Journal,1989,32(3):622-648.
[27] TYLER T R. The psychology of procedural justice:a test of the group value model. Journal of Personality and Social Psychology,1989,57(5):830-838.
[28] FARNADALE E,RUITEN J V,KELLIHER C,et al. The influence of perceived employee voice on organizational commitment:an exchange perspective. Human Resource Management,2011,50(1):113-129.
[29] REES C,ALFES K,GATENBY M. Employee voice and engagement:connections and consequences. The International Journal of Human Resource Management,2013,24(14):2780-2798.
[30]NORMAN S M,GARDNER D G,PIERCE J L. Leader roles,oraganzation-based self-esteem,and employee outcomes. Leadership&Organization Development Journal,2015,36(3):253-270.
[31] BURRIS E R,DETERT J R,ROMNEY A C. Speaking up vs. being heard:the disagreement around and outcomes of employee voice. Organization Science,2013,24(1):22-38.
[32] KUVAAS B,DYSVIK A. Exploring alternative relationships between perceived investment in employee development,perceived supervisor support and employee outcomes. Human Resource Management Journal,2010,20(2):138-156.
[33] KORMAN A K. Toward a hypothesis of work behavior. Journal of Applied Psychology,1970,54(1):31-41.
[34] BOWLING N A,ESCHLEMAN K J,WANG Q,et al. A meta-analysis of the predictors and consequences of organization-based self-esteem. Journal of Occupational and Organizational Psychology,2010,83(3):601-626.
[35] CHAN S C H,HUANG X,SNAPE E,et al. The Janus face of paternalistic leaders:authoritarianism,benevolence,subordinates'oragnization-based self-esteem and performance.Journal of Organizational Behavior,2013,34(1):108-128.
[36] VAN DYNE L,LEPINE J A. Helping and voice extra-role behaviors:evidence of construct and predictive validity. Academy of Management Journal,1998,41(1):108-119.
[37] FARH J L,HACKETT R D,LIANG J. Individual-level cultural values as moderators of perceived organization super-employee outcome relationships in China:comparing the effects of power distance and traditionality. Academy of Management Journal,2007,50(3):715-729.
[38] OWENS B P,JOHNSON M D,MITCHELL T R. Expressed humility in organizations:implications for performance,teams,and leadership. Organization Science,2013,24(5):1517-1538.
[39]周浩,龙立荣.共同方法偏差的统计检验与控制方法.心理科学进展,2004,12(6):942-950.ZHOU Hao,LONG Lirong. Statistical remedies for common method biases. Advances in Psychological Science,2004,12(6):942-950.(in Chinese)
[40]叶宝娟,温忠麟.有中介的调节模型检验方法:甄别和整合.心理学报,2013,45(9):1050-1060.YE Baojuan,WEN Zhonglin. A discussion on testing methods for mediated moderation models:discrimination and integration. Acta Psychologica Sinica,2013,45(9):1050-1060.(in Chinese)
[41] MULLER D,JUDD C M,YZERBYT V Y. When moderation is mediated and mediation is moderated. Journal of Personality and Social Psychology,2005,89(6):852-863.
[42] MAYNES T D,PODSAKOFF P M. Speaking more broadly:an examination of the nature,antecedents,and consequences of an expanded set of employee voice behaviors. Journal of Applied Psychology,2014,99(1):87-112.
[43]雷星晖,单志汶,苏涛永,等.谦卑型领导行为对员工创造力的影响研究.管理科学,2015,28(2):115-125.LEI Xinghui,SHAN Zhiwen,SU Taoyong,et al. Impacts of humble leadership behavior on employee creativity. Journal of Management Science,2015,28(2):115-125.(in Chinese)
[44] OWENS B P,WALLACE A S,WALDMAN D A. Leader narcissism and follower outcomes:the counterbalancing effect of leader humility. Journal of Applied Psychology,2015,100(4):1203-1213.
[45]曲庆,何志婵,梅哲群.谦卑领导行为对领导有效性和员工组织认同影响的实证研究.中国软科学,2013(7):101-109.QU Qing,HE Zhichan,MEI Zhequn. An empirical study on the impact of leader humility on leadership effectiveness and employees'organizational identification. China Soft Science,2013(7):101-109.(in Chinese)
[46] GRANT A M,GINO F,HOFMANN D A. Reversing the extraverted leadership advantage:the role of employee proactivity. Academy of Management Journal,2011,54(3):528-550.
[47]单志汶,雷星晖,苏涛永.当下属逢迎遭遇谦卑领导.经济与管理研究,2016,37(9):105-114.SHAN Zhiwen,LEI Xinghui,SU Taoyong. Subordinates'ingratiation and humble leadership. Research on Economics and Management,2016,37(9):105-114.(in Chinese)
[2] MORRISON E W. Employee voice behavior:integration and directions for future research. The Academy of Management Annals,2011,5(1):373-412.
[3]段锦云.中国背景下建言行为研究:结构、形成机制及影响.心理科学进展,2011,19(2):185-192.DUAN Jinyun. The research of employee voice in Chinese context:construct,mechanism formation and its effect. Advances in Psychological Science,2011,19(2):185-192.(in Chinese)
[4] MCCLEAN E J,BURRIS E R,DETERT J R. When does voice lead to exit? It depends on leadership. Academy of Management Journal,2013,56(2):525-548.
[5] BURRIS E R. The risks and rewards of speaking up:managerial responses to employee voice. Academy of Management Journal,2012,55(4):851-875.
[6] DETERT J R,TREVIO L K. Speaking up to higher-ups:how supervisors and skip-level leaders influence employee voice. Organization Science,2010,21(1):249-270.
[7] BASHSHUR M R,OC B. When voice matters:a multilevel review of the impact of voice in organizations. Journal of Management,2015,41(5):1530-1554.
[8] MORRISON E W. Employee voice and silence. Annual Review of Organizational Psychology and Organizational Behavior,2014,1(1):173-197.
[9] DETERT J R,BURRIS E R,HARRISON D A,et al. Voice flows to and around leaders:understanding when units are helped or hurt by employee voice. Administrative Science Quarterly,2013,58(4):624-668.
[10] FAST N J,BURRIS E R,BARTEL C A. Managing to stay in the dark:managerial self-efficacy,ego defensiveness,and the aversion to employee voice. Academy of Management Journal,2014,57(4):1013-1034.
[11] THOMAS J P,WHITMAN D S,VISWESVARAN C. Employee proactivity in organizations:a comparative meta-analysis of emergent proactive constructs. Journal of Occupational and Organizational Psychology,2010,83(2):275-300.
[12] HUNTON J E,PRICE K H,HALL T W. A field experiment examining the effects of membership in voting majority and minority subgroups and the ameliorating effects of postdecisional voice. Journal of Applied Psychology,1996,81(6):806-812.
[13] ALLEN T D,RUSH M C. The effects of organizational citizenship behavior on performance judgments:a field study and a laboratory experiment. Journal of Applied Psychology,1998,83(2):247-260.
[14] TYLER T R,BLADER S L. The group engagement model:procedural justice,social identity,and cooperative behavior.Personality and Social Psychology Review,2003,7(4):349-361.
[15] OU A Y,WALDMAN D A,PETERSON S J. Do humble CEOs matter? An examination of CEO humility and firm outcomes. Journal of Management,2018,44(3):1147-1173.
[16]冯镜铭,刘善仕,吴坤津,等.谦卑型领导研究探析.外国经济与管理,2014,36(3):38-47.FENG Jingming,LIU Shanshi,WU Kunjin,et al. A literature review on humble leadership. Foreign Economics&Management,2014,36(3):38-47.(in Chinese)
[17] OU A Y,TSUI A S,KINICKI A J,et al. Humble chief executive officers'connections to top management team integration and middle managers'responses. Administrative Science Quarterly,2014,59(1):34-72.
[18] OWENS B P,HEKMAN D R. How does leader humility influence team performance? Exploring the mechanisms of contagion and collective promotion focus. Academy of Management Journal,2016,59(3):1088-1111.
[19] OWENS B P,JOHNSON M D,MITCHELL T R. Expressed humility in organizations:implications for performance,teams,and leadership. Organization Science,2013,24(5):1517-1538.
[20]唐汉瑛,龙立荣,周如意.谦卑领导行为与下属工作投入:有中介的调节模型.管理科学,2015,28(3):77-89.TANG Hanying,LONG Lirong,ZHOU Ruyi. Humble leadership behavior and subordinates'work engagement:a mediated moderation model. Journal of Management Science,2015,28(3):77-89.(in Chinese)
[21] ARGANDOA A. Humility in management. Journal of Business Ethics,2015,132(1):63-71.
[22] TYLER T R. Conditions leading to value-expressive effects in judgments of procedural justice:a test of four models. Journal of Personality and Social Psychology,1987,52(2):333-344.
[23] LIND E A,KANFER R,EARLEY P C. Voice,control,and procedural justice:instrumental and noninstrumental concerns in fairness judgments. Journal of Personality and Social Psychology,1990,59(5):952-959.
[24] JANSSEN O,GAO L P. Supervisory responsiveness and employee self-perceived status and voice behavior. Journal of Management,2015,41(7):1854-1872.
[25] BLADER S L,TYLER T R. Testing and extending the group engagement model:linkages between social identity,procedural justice,economic outcomes,and extrarole behavior. Journal of Applied Psychology,2009,94(2):445-464.
[26] PIERCE J L,GARDNER D G,CUMMINGS L L,et al. Organization-based self-esteem:construct definition,measurement and validation. Academy of Management Journal,1989,32(3):622-648.
[27] TYLER T R. The psychology of procedural justice:a test of the group value model. Journal of Personality and Social Psychology,1989,57(5):830-838.
[28] FARNADALE E,RUITEN J V,KELLIHER C,et al. The influence of perceived employee voice on organizational commitment:an exchange perspective. Human Resource Management,2011,50(1):113-129.
[29] REES C,ALFES K,GATENBY M. Employee voice and engagement:connections and consequences. The International Journal of Human Resource Management,2013,24(14):2780-2798.
[30]NORMAN S M,GARDNER D G,PIERCE J L. Leader roles,oraganzation-based self-esteem,and employee outcomes. Leadership&Organization Development Journal,2015,36(3):253-270.
[31] BURRIS E R,DETERT J R,ROMNEY A C. Speaking up vs. being heard:the disagreement around and outcomes of employee voice. Organization Science,2013,24(1):22-38.
[32] KUVAAS B,DYSVIK A. Exploring alternative relationships between perceived investment in employee development,perceived supervisor support and employee outcomes. Human Resource Management Journal,2010,20(2):138-156.
[33] KORMAN A K. Toward a hypothesis of work behavior. Journal of Applied Psychology,1970,54(1):31-41.
[34] BOWLING N A,ESCHLEMAN K J,WANG Q,et al. A meta-analysis of the predictors and consequences of organization-based self-esteem. Journal of Occupational and Organizational Psychology,2010,83(3):601-626.
[35] CHAN S C H,HUANG X,SNAPE E,et al. The Janus face of paternalistic leaders:authoritarianism,benevolence,subordinates'oragnization-based self-esteem and performance.Journal of Organizational Behavior,2013,34(1):108-128.
[36] VAN DYNE L,LEPINE J A. Helping and voice extra-role behaviors:evidence of construct and predictive validity. Academy of Management Journal,1998,41(1):108-119.
[37] FARH J L,HACKETT R D,LIANG J. Individual-level cultural values as moderators of perceived organization super-employee outcome relationships in China:comparing the effects of power distance and traditionality. Academy of Management Journal,2007,50(3):715-729.
[38] OWENS B P,JOHNSON M D,MITCHELL T R. Expressed humility in organizations:implications for performance,teams,and leadership. Organization Science,2013,24(5):1517-1538.
[39]周浩,龙立荣.共同方法偏差的统计检验与控制方法.心理科学进展,2004,12(6):942-950.ZHOU Hao,LONG Lirong. Statistical remedies for common method biases. Advances in Psychological Science,2004,12(6):942-950.(in Chinese)
[40]叶宝娟,温忠麟.有中介的调节模型检验方法:甄别和整合.心理学报,2013,45(9):1050-1060.YE Baojuan,WEN Zhonglin. A discussion on testing methods for mediated moderation models:discrimination and integration. Acta Psychologica Sinica,2013,45(9):1050-1060.(in Chinese)
[41] MULLER D,JUDD C M,YZERBYT V Y. When moderation is mediated and mediation is moderated. Journal of Personality and Social Psychology,2005,89(6):852-863.
[42] MAYNES T D,PODSAKOFF P M. Speaking more broadly:an examination of the nature,antecedents,and consequences of an expanded set of employee voice behaviors. Journal of Applied Psychology,2014,99(1):87-112.
[43]雷星晖,单志汶,苏涛永,等.谦卑型领导行为对员工创造力的影响研究.管理科学,2015,28(2):115-125.LEI Xinghui,SHAN Zhiwen,SU Taoyong,et al. Impacts of humble leadership behavior on employee creativity. Journal of Management Science,2015,28(2):115-125.(in Chinese)
[44] OWENS B P,WALLACE A S,WALDMAN D A. Leader narcissism and follower outcomes:the counterbalancing effect of leader humility. Journal of Applied Psychology,2015,100(4):1203-1213.
[45]曲庆,何志婵,梅哲群.谦卑领导行为对领导有效性和员工组织认同影响的实证研究.中国软科学,2013(7):101-109.QU Qing,HE Zhichan,MEI Zhequn. An empirical study on the impact of leader humility on leadership effectiveness and employees'organizational identification. China Soft Science,2013(7):101-109.(in Chinese)
[46] GRANT A M,GINO F,HOFMANN D A. Reversing the extraverted leadership advantage:the role of employee proactivity. Academy of Management Journal,2011,54(3):528-550.
[47]单志汶,雷星晖,苏涛永.当下属逢迎遭遇谦卑领导.经济与管理研究,2016,37(9):105-114.SHAN Zhiwen,LEI Xinghui,SU Taoyong. Subordinates'ingratiation and humble leadership. Research on Economics and Management,2016,37(9):105-114.(in Chinese)