非常规性工作对员工创造性的影响:一个被调节的中介模型
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摘要
以工作特性理论为基础,运用多元回归模型探索非常规性工作对个体创造性的影响机制,检验自我效能感的中介作用及授权型领导的调节作用。运用Mplus7.0、SPSS19.0及PROCESS软件对258份员工及主管的有效问卷进行数据分析,结果显示,非常规性工作与员工创造性显著正相关;自我效能感在非常规性工作对员工创造性的影响过程中起完全中介作用,授权型领导在非常规性工作对自我效能感的影响过程中起调节作用。进一步地,授权型领导显著正向调节自我效能感在非常规性工作与创造性之间的中介作用,即在高授权型领导情境下,上述中介作用增强,反之减弱。
Based on the job characteristics theory,this article explored the influence mechanism of non-routine work on employees' creativity in the use of multiple regression models,examined the mediating role of self-efficacy and the moderating role of empowering leadership.Using Mplus7.0,SPSS19.0 and its Process plug-in to analyze the data of 258 valid questionnaires of employees and their supervisors.This study explores the influence mechanism of non-routine work effects on employees' creativity.The results show that there is a significant positive correlation between non-routine work and employees' creativity.Self-efficacy plays the fully mediating role between non-routine work and employees' creativity,and empowering leadership plays the moderating role between non-routine work and self-efficacy,as well as the mediating effect of non-routine work on creativity through empowering leadership.In the context of high empowering leadership,the above mediating effect is enhanced,whereas the less.
Based on the job characteristics theory,this article explored the influence mechanism of non-routine work on employees' creativity in the use of multiple regression models,examined the mediating role of self-efficacy and the moderating role of empowering leadership.Using Mplus7.0,SPSS19.0 and its Process plug-in to analyze the data of 258 valid questionnaires of employees and their supervisors.This study explores the influence mechanism of non-routine work effects on employees' creativity.The results show that there is a significant positive correlation between non-routine work and employees' creativity.Self-efficacy plays the fully mediating role between non-routine work and employees' creativity,and empowering leadership plays the moderating role between non-routine work and self-efficacy,as well as the mediating effect of non-routine work on creativity through empowering leadership.In the context of high empowering leadership,the above mediating effect is enhanced,whereas the less.
引文
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[30]ASHFORD S J,TSUI A S.Self-regulation for managerial effectiveness:the role of active feedback seeking[J].A-cademy of Management Journal,1991,34(2):251-280.
[31]HU L T,BENTLER P M.Cutoff criteria for fit Indexes in covariance structure anaysis:conventional criteria versus new alternatives[J].Structural Equation Modeling A Multidisciplinary Journal,1999,6(1):1-55.
[32]HAYES A F.Introduction to mediation,moderation,and conditional process analysis:a regression-based approach[M].New York,NY:Guilford Press,2013.
[33]AIKEN L,WEST S.Multiple regression:testing and interpreting interactions[M].Newbury Park,CA:Sage,1991.
[34]陈斐,达庆利,刘娜.组织创新氛围、工作动机与工作特性对员工创造力的影响机制研究---以A研究所为实证[J].南京航空航天大学学报:社会科学版,2016,18(3):36-42.
[2]姚艳虹,韩树强.组织公平与人格特质对员工创新行为的交互影响研究[J].管理学报,2013(5):700-707.
[3]顾远东,周文莉,彭纪生.组织支持感对研发人员创新行为的影响机制研究[J].管理科学,2014(1):109-119.
[4]FARR J L,FORD C M,WEST M A.Innovation and creativity at work[M].New York:Wiley,1990.
[5]GEORG J M,ZHOU J.When openness to experience and conscientiousness are related to creative behavior:an interactional approach[J].Journal of Applied Psychology,2001,86(3):513-520.
[6]王先辉,段锦云,田晓明.员工创造性:概念、形成机制及总结展望[J].心理科学进展,2010,18(5):760-768.
[7]FARMER S M,TIERNEY P,KUNG-MCINTYRE K.Employee creativity in Taiwan:an application of role identity theory[J].Academy of Management Journal,2003,46(5):618-630.
[8]VAN DE VEN A H,DELBECQ A L,KOENIG JR R.Determinants of coordination modes within organizations[J].American Sociological Review,1976,41(2):322-338.
[9]DE DREU C K,WEST M A.Minority dissent and team innovation:the importance of participation in decision making[J].Journal of Applied Psychology,2001,86(6):1191-1201.
[10]JEHN K A.A multi-method examination of the benefits and detriments of intragroup conflict[J].Administrative Science Quarterly,1995,40(2):256-282.
[11]BANDURA A.Self-efficacy:the exercise of control[J].Journal of Cognitive Psychotherapy,2005,13(2):158-166.
[12]ASHTON P T,WEBB R B.Making a difference:teachers'sense of efficacy and student achievement[M].NY:Longman,1986.
[13]BARFIELD V,BURLINGAME M.The pupil control ideology of teachers in selected schools[J].Journal of Experimental Education,1974,42(4):6-11.
[14]薛贵,董奇,周龙飞,等.内部动机、外部动机与创造力的关系研究[J].心理发展与教育,2011(1):6-11.
[15]GIST M E,MITCHELL T R.Self-efficacy:a theoretical analysis of its determinants and malleability[J].Academy of Management Review,1992,17(2):183-211.
[16]BANDURA A.Self-efficacy:toward a unifying theory of behavioral change[J].Psychological Review,1977,84(2):191-201.
[17]WOOD R,BANDURA A.Impact of conceptions of ability on self-regulatory mechanisms and complex decision making[J].Journal of Personality and Social Psychology,1989,56(3):407-418.
[18]EZELL H F,ODEWAHN C A,BEADLES III N A.An analysis of perceived competence among managers in human service organizations[J].The Clinical Supervisor,1993,11(1):189-201.
[19]周浩,龙立荣.工作不安全感、创造力自我效能对员工创造力的影响[J].心理学报,2011,43(8):929-940.
[20]GIST M E.Self-efficacy:implications for organizational behavior and human resource management[J].Academy of Management Review,1987,12(3):472-485.
[21]AHEARNE M,MATHIEU J,RAPP A.To empower or not to empower your sales force?an empirical examination of the influence of leadership empowerment behavior on customer satisfaction and performance[J].Journal of Applied Psychology,2005,90(5):945.
[22]ZHANG X,BARTOL K M.Linking empowering leadership and employee creativity:the influence of psychological empowerment,intrinsic motivation,and creative process engagement[J].Academy of Management Journal,2010,53(1):107-128.
[23]ARNOLD J A,ARADS,RHOADES J A,et al.The empowering leadership questionnaire:the construction and validation of a new scale for measuring leader behaviors[J].Journal of Organizational Behavior,2000,21(3):249-269.
[24]KONCZAK L J,STELLY D J,TRUSTY M L.Defining and measuring empowering leader behaviors:development of an upward feedback instrument[J].Educational and Psychological Measurement,2000,60(2):301-313.
[25]GAO L P,et al.Leader trust and employee voice:the moderating role of empowering leader behaviors[J].Leadership Quarterly,2011,22(4):787-798.
[26]张华磊,袁庆宏,王震.核心自我评价、领导风格对研发人员跨界行为的影响研究[J].管理学报,2014,11(8):1168-1176.
[27]DIJKE M V,et al.When does procedural fairness promote organizational citizenship behavior?lntegrating empowering leadership types in relational justice models[J].Organizational Behavior and Human Decision Processes,2012,117(2):235-248.
[28]SHALLEY C E,GILSON L L,BLUM T C Matching creativity requirements and the work environment:effects on satisfaction and intentions to leave[J].Academy of Management Journal,2000,43(2):215-223.
[29]PODSAKOFF P M,MACKENZIE S B,LEE J Y,et al.Common method biases in behavioral research:acritical review of the literature and recommended remedies[J].Journal of Applied Psychology,2003,88(5):879-903.
[30]ASHFORD S J,TSUI A S.Self-regulation for managerial effectiveness:the role of active feedback seeking[J].A-cademy of Management Journal,1991,34(2):251-280.
[31]HU L T,BENTLER P M.Cutoff criteria for fit Indexes in covariance structure anaysis:conventional criteria versus new alternatives[J].Structural Equation Modeling A Multidisciplinary Journal,1999,6(1):1-55.
[32]HAYES A F.Introduction to mediation,moderation,and conditional process analysis:a regression-based approach[M].New York,NY:Guilford Press,2013.
[33]AIKEN L,WEST S.Multiple regression:testing and interpreting interactions[M].Newbury Park,CA:Sage,1991.
[34]陈斐,达庆利,刘娜.组织创新氛围、工作动机与工作特性对员工创造力的影响机制研究---以A研究所为实证[J].南京航空航天大学学报:社会科学版,2016,18(3):36-42.