领导奖励缺失对员工反馈寻求行为的影响机制
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摘要
员工的反馈寻求行为具有重要价值,受到实践界越来越多的重视和鼓励。本文旨在探讨领导奖励缺失对员工反馈寻求行为的影响,以及员工信任领导的中介效应和组织政治知觉的调节效应。基于制造企业一手调研数据的实证研究结果表明,领导奖励缺失对员工反馈寻求行为具有负向影响;员工信任领导对奖励缺失和反馈寻求行为的关系存在部分中介效应;组织政治知觉对奖励缺失与信任领导的关系存在增强型调节效应,即组织政治知觉越高,奖励缺失对信任领导的影响越强;组织政治知觉调节了信任领导的中介效应,在组织政治知觉高的情况下,信任领导的中介效应较强。本文最后讨论了研究结论和管理启示,并对未来研究进行了展望。
Individuals ' active feedback seeking behavior can effectively cope with the complex uncertainty of the environment and promote the development of individuals and organizations. Therefore,this topic has received more and more attention both in academic and practical fields. According to the reinforcement theory,timely rewards have an extremely important impact on stimulating and stabilizing the positive behavior of employees. However,the lack of leader reward for employees is widespread in practice. Previous research has focused on the effect of positive leadership styles and behaviors such as transformational leadership,inclusive leadership,authentic leadership,and leadership empowerment on employee feedback seeking behavior. Only a few scholars have explored the effect of negative leader behavior( eg,improper supervision) on employee feedback seeking behavior. Most of the research has neglected the impact of reward on employee feedback seeking behavior. However,in practice,the reward distribution is a human resource management problem that the employees are extremely concerned about. Leaders' reward to employees will be paid close attention to. Therefore,this study starts from the reward issues that concern all employees,explores the effect of reward omission,a negative leader behavior,on employee feedback seeking behavior.Based on expectation theory,social exchange theory and cost-benefit theory,this study proposes research hypotheses on the influence mechanism of leader reward omission and employee feedback seeking behavior. This paper takes a large manufacturing firm with more than 8,000 employees in Jiangsu as the survey object,obtains the data of 395 employees. The theoretical hypotheses are verified by using a Hierarchical Regression Model and the Bootstrap Method put forward by Preacher and Halers( 2004). Empirical studies have found that leader reward omission has a negative effect on employee feedback seeking behavior. Employee's trust in leader partly mediates the effect of reward omission on employee feedback seeking behavior. However,the organizational political perception has a reinforcement moderating effect on the relationship between reward omission and employee's trust in leader,that is,the higher the organizational political perception is,the stronger the impact of reward omission on trust leader. Organizational political perception moderates the mediating effect of employee's trust in leader. In the case of high organizational political perception,the mediating effect of employee's trust in leader would be stronger.The main theoretical contributions of this study are as follows: 1) Based on the reward incentive perspective,the negative effects of reward omission,a negative leader behavior,on the employee feedback seeking behavior are explored and tested. 2) Based on the leader-subordinate vertical trust perspective,the psychological mediating mechanism of leader reward omission and employee feedback seeking behavior is discussed and demonstrated. 3) Managers need to foster employees' trust from emotional and cognitive perspective through positive leader behaviors. 4) The organization should alleviate organizational politics by strengthening other system construction and cultural construction.There are several managerial implications as well: 1) Managers should be deeply aware of the serious consequences of the reward omission,and pay more attention to the necessary and reasonable reward for employees. 2) The organization should formulate a comprehensive reward system and rules,standardize the specific process of reward implementation,and restrict the casualness of managers in reward distribution.( 3) The organization should promote internal vertical trust by strengthening other system construction and cultural construction,especially the employee's trust in leader.
Individuals ' active feedback seeking behavior can effectively cope with the complex uncertainty of the environment and promote the development of individuals and organizations. Therefore,this topic has received more and more attention both in academic and practical fields. According to the reinforcement theory,timely rewards have an extremely important impact on stimulating and stabilizing the positive behavior of employees. However,the lack of leader reward for employees is widespread in practice. Previous research has focused on the effect of positive leadership styles and behaviors such as transformational leadership,inclusive leadership,authentic leadership,and leadership empowerment on employee feedback seeking behavior. Only a few scholars have explored the effect of negative leader behavior( eg,improper supervision) on employee feedback seeking behavior. Most of the research has neglected the impact of reward on employee feedback seeking behavior. However,in practice,the reward distribution is a human resource management problem that the employees are extremely concerned about. Leaders' reward to employees will be paid close attention to. Therefore,this study starts from the reward issues that concern all employees,explores the effect of reward omission,a negative leader behavior,on employee feedback seeking behavior.Based on expectation theory,social exchange theory and cost-benefit theory,this study proposes research hypotheses on the influence mechanism of leader reward omission and employee feedback seeking behavior. This paper takes a large manufacturing firm with more than 8,000 employees in Jiangsu as the survey object,obtains the data of 395 employees. The theoretical hypotheses are verified by using a Hierarchical Regression Model and the Bootstrap Method put forward by Preacher and Halers( 2004). Empirical studies have found that leader reward omission has a negative effect on employee feedback seeking behavior. Employee's trust in leader partly mediates the effect of reward omission on employee feedback seeking behavior. However,the organizational political perception has a reinforcement moderating effect on the relationship between reward omission and employee's trust in leader,that is,the higher the organizational political perception is,the stronger the impact of reward omission on trust leader. Organizational political perception moderates the mediating effect of employee's trust in leader. In the case of high organizational political perception,the mediating effect of employee's trust in leader would be stronger.The main theoretical contributions of this study are as follows: 1) Based on the reward incentive perspective,the negative effects of reward omission,a negative leader behavior,on the employee feedback seeking behavior are explored and tested. 2) Based on the leader-subordinate vertical trust perspective,the psychological mediating mechanism of leader reward omission and employee feedback seeking behavior is discussed and demonstrated. 3) Managers need to foster employees' trust from emotional and cognitive perspective through positive leader behaviors. 4) The organization should alleviate organizational politics by strengthening other system construction and cultural construction.There are several managerial implications as well: 1) Managers should be deeply aware of the serious consequences of the reward omission,and pay more attention to the necessary and reasonable reward for employees. 2) The organization should formulate a comprehensive reward system and rules,standardize the specific process of reward implementation,and restrict the casualness of managers in reward distribution.( 3) The organization should promote internal vertical trust by strengthening other system construction and cultural construction,especially the employee's trust in leader.
引文
[1]张燕红,廖建桥.组织中的反馈寻求行为研究述评与展望[J].上海:外国经济与管理,2014,(4):47-56.
[2]Ashford,S.J.,and L.L.Cummings.Feedback as an Individual Resource:Personal Strategies for Certain Information[J].Organization Behavior and Human Performance,1983,32,(3):370-389.
[3]Ashforth,B.E.,D.M.Sluss,and A.M.Saks.Socialization Tactics,Proactive Behavior,and Newcomer Learning:Integrating Socialization Models[J].Journal of Vocational Behavior,2007,70,(3):447-462.
[4]Krasman,J.The Feedback-seeking Personality:Big Five and Feedback-seeking Behavior[J].Journal of Leadership&Organizational Studies,2010,17,(1):18-31.
[5]Podsakoff,P.M,W.H.Bommer,and N.P.Podsakoff.Relationships between Leader Reward and Punishment Behavior and Subordinate Attitudes,Perceptions,and Behaviors:A Meta-analytic Review of Existing and New Research[J].Organizational Behavior&Human Decision Processes,2006,99,(2):113-142.
[6]Hinkin,T.R,and C.A.Schriesheim.An Examination of“Nonleadership”:From Laissez-faire Leadership to Leader Reward Omission and Punishment Omission[J].Journal of Applied Psychology,2008,93,(6):1234-1248.
[7]Mc Cauley,D.P,and K.W.Kuhnert.A Theoretical Review and Empirical Investigation of Employee Trust in Management[J].Public Administration Quarterly,1992,16,(2):265-283.
[8]Cropanzano,R.,and M.S.Mitchell.Social Exchange Theory:An Interdisciplinary Review[J].Journal of Management,2005,31,(6):874-900.
[9]Schaubroeck,J.M.,A.C.Peng,and S.T.Hannah.Developing Trust with Peers and Leaders:Impacts on Organizational Identification and Performance During Entry[J].Academy of Management Journal,2013,56,(4):1148-1168.
[10]Cropanzano,R.,J.C.Howes,and A.A.Grandey.The Relationship of Organizational Politics and Support to Work Behaviors,Attitudes,and Stress[J].Journal of Organizational Behavior,1997,18,(2):159-180.
[11]Ashford,S.J.,and L.L.Cummings.Proactive Feedback Seeking:The Instrumental Use of the Information Environment[J].Journal of Occupational Psychology,1985,58,(1):67-79.
[12]Ashford,S.J.,R.Blatt,and D.V.Walle.Reflections on the Looking Glass:A Review of Research on Feedback Seeking Behavior in Organizations[J].Journal of Management,2003,29,(6):773-799.
[13]Levy,P.E.,M.D.Albright,and B.D.Cawley.Situational and Individual Determinants of Feedback Seeking:A Closer Look at the Process[J].Organizational Behavior&Human Decision Processes,1995,62,(1):23-37.
[14]Howell,J.P.,and D.L.Costley.Understanding Behaviors for Effective Leadership[M].Upper Saddle River,NY:PrenticeHall,2001.
[15]Liden,R.C.,R.T.Sparrowe,and S.J.Wayne.Leader-member Exchange Theory:The Past and Potential for the Future[J].Research in Personnel&Human Resources Management,1997,(15):47-119.
[16]Hinkin,T.R,and C.A.Schriesheim.Leader Reinforcement,Behavioral Integrity,and Subordinate Outcomes:A Social Exchange Approach[J].Leadership Quarterly,2015,26,(6):991-1004.
[17]Walle,D.V.,and L.L.Cummings.A Test of the Influence of Goal Orientation on the Feedback Seeking Process[J].Journal of Applied Psychology,1997,82,(3):390-400.
[18]Dirks,K.T.,and D.P.Skarlicki,D.P.Trust in Leaders:Existing Research and Emerging Issues[A].In Kramer,R M,Cook K S.(Eds.).Trust and Distrust in Organizations:Dilemmas and Approaches[C].New York:Russell Sage Foundation,2004.
[19]Mayer,R.C.,J.H.Davis,and F.D.Schoorman.An Integrative Model of Organizational Trust[J].Academy of Management Review,1995,20,(3):709-734.
[20]Rousseau,D.M.,S.B.Sitkin,and R.S.Burt.Introduction to Special Topic Forum:Not so Different after All:A Cross-Discipline View of Trust[J].Academy of Management Review,1998,23,(3):393-404.
[21]Dirks,K.T.Trust in Leadership and Team Performance:Evidence from NCAA Basket-ball[J].Journal of Applied Psychology,2000,85,(6):1004-1012.
[22]Mc Allister,D.J.Affect and Cognition Based Trust as Foundations for Interpersonal Cooperation in Organizations[J].Academy of Management Journal,1995,38,(1):24-59.
[23]郑伯埙.差序格局与华人组织行为[J].台北:本土心理学研究,1995,(3):142-219.
[24]韦慧民,龙立荣.主管认知信任和情感信任对员工行为及绩效的影响[J].北京:心理学报,2009,(1):86-94.
[25]Yang,J.,and K.W,Mossholder.Examining the Effects of Trust in Leaders:A Bases-and-foci Approach[J].Leadership Quarterly,2010,21,(1):50-63.
[26]Kacmar,K.M.,and D.S.Carlson.Further Validation of the Perceptions of Politics Scale(Pops):A Multiple Sample Investigation[J].Journal of Management,1997,23,(5):627-658.
[27]Atinc,G.,M.Darrat,and B.Fuller.Perceptions of Organizational Politics:A Meta-analysis of Theoretical Antecedents[J].Journal of Managerial Issues,2010,22,(4):494-513.
[28]Hsieh,C.H.A Study of the Relationships among Perceptions of Organizational Politics,Trust and Knowledge Sharing[D].China Taiwan:Sun Yat-Sen University,2006.
[29]Callister,R.R.,M.W.Kramer,and D.B.Turban.Feedback Seeking Following Career Transitions[J].Academy of Management Journal,1999,42,(4):429-438.
[30]马超,凌文辁,方俐洛.企业员工组织政治认知量表的构建[J].北京:心理学报,2006,(1):107-115.
[31]Parker,S.K,H.M.Williams,and N.Turner.Modeling the Antecedents of Proactive Behavior at Work[J].Journal of Applied Psychology,2006,91,(3):636-652.
[32]Ashford,S.J.,and A.S.Tsui.Self-regulation for Managerial Effectiveness:The Role of Active Feedback Seeking[J].Academy of Management Journal,1991,34,(2):251-280.
[33]Vande Walle,D.,S.Ganesan,and G.N.Challagalla.An Integrated Model of Feedback-seeking Behavior:Disposition,Context,and Cognition[J].Journal of Applied Psychology,2000,85,(6):996.
[34]Wanous,J.P.,A.E.Reichers,and M.J.Hudy.Overall Job Satisfaction:How Good are Single-item Measures?[J].Journal of Applied Psychology,1997,82,(2):247-252.
[35]Hackman,J.R.,and G.R.Oldham.Development of Job Diagnostic Survey[J].Journal of Applied Psychology,1975,60,(2):159-170.
[36]Mossholder,K.W.,N.Bennett,E.R.Kemery,and M.A.Wesolowski.Relationships between Bases of Power and Work Reactions:The Mediational Role of Procedural Justice[J].Journal of Management,1998,24,(4):533-552.
[37]Lindell,M.K.,and D.J.Whitney.Accounting for Common Method Variance in Cross-sectional Designs[J].Journal of Applied Psychology,2001,86,(1):114-121.
[38]Baron,R.M.,and D.A.Kenny.The Moderator-mediator Variable Distinction in Social Psychological Research:Conceptual,Strategic,and Statistical Considerations[J].Journal of Personality&Social Psychology,1986,51,(6):1173-1182.
[39]Zhao,X.,J.G.Lynch,and Q.Chen.Reconsidering Baron and Kenny:Myths and Truths about Mediation Analysis[J].Journal of Consumer Research,2010,37,(2):197-206.
[40]Preacher,K.J.,and A.F.Hayes.SPSS and SAS Procedures for Estimating Indirect Effects in Simple Mediation Models[J].Behavior Research Methods,2004,36,(4):717-731.
[41]Muller,D.,C.M.Judd,and V.Y.Yzerbyt.When Moderation is Mediated and Mediation is Moderated[J].Journal of Personality and Social Psychology,2005,89,(6):852-863.
[42]Hayes,A.F.An Introduction to Mediation,Moderation,and Conditional Process Analysis:A Regression-based Approach[M].New York:Guilford Press,2013.
[43]温忠麟,叶宝娟.有调节的中介模型检验方法:竞争还是替补[J].北京:心理学报,2014,(5):714-726.
[44]Levy,P.E.,R.T.Cober,and T.Miller.The Effect of Transformational and Transactional Leadership Perceptions on FeedbackSeeking Intentions[J].Journal of Applied Social Psychology,2002,32,(8):1703-1720.
[45]De Stobbeleir,K.E.M.,S.J.Ashford,and D.Buyens.Self-Regulation of Creativity at Work:The Role of Feedback-Seeking Behavior in Creative Performance[J].Academy of Management Journal,2011,54,(4):811-831.
[46]刘冰,齐蕾,徐璐.包容型领导对员工反馈寻求行为的跨层次影响研究[J].武汉:管理学报,2017,(5):677-685.
[47]张燕红,廖建桥.团队真实型领导、新员工反馈寻求行为与社会化结果[J].哈尔滨:管理科学,2015,(2):126-136.
[48]申传刚,马红宇,杨璟,刘腾飞.上司不当督导与下属绩效:反馈寻求行为和学习目标定向的作用[J].北京:心理学报,2012,(12):1677-1686.
[49]刘文彬,唐杰.绩效反馈对新生代员工反生产行为的影响机制——反馈效价视角的理论模型与案例研究,北京:经济管理,2015,(6):188-199.
[50]Carnabuci,G.,and B.Dioszegi.Social Networks,Cognitive Style,and Innovative Performance:A Contingency Perspective[J].Academy of Management Journal,2015,58,(3):881-905.
[51]Bidwell,M.,and J.R.Keller.Within or Without?How Firms Combine Internal and External Labor Markets to Fill Jobs[J].Academy of Management Journal,2014,57,(4):1035-1055.
[2]Ashford,S.J.,and L.L.Cummings.Feedback as an Individual Resource:Personal Strategies for Certain Information[J].Organization Behavior and Human Performance,1983,32,(3):370-389.
[3]Ashforth,B.E.,D.M.Sluss,and A.M.Saks.Socialization Tactics,Proactive Behavior,and Newcomer Learning:Integrating Socialization Models[J].Journal of Vocational Behavior,2007,70,(3):447-462.
[4]Krasman,J.The Feedback-seeking Personality:Big Five and Feedback-seeking Behavior[J].Journal of Leadership&Organizational Studies,2010,17,(1):18-31.
[5]Podsakoff,P.M,W.H.Bommer,and N.P.Podsakoff.Relationships between Leader Reward and Punishment Behavior and Subordinate Attitudes,Perceptions,and Behaviors:A Meta-analytic Review of Existing and New Research[J].Organizational Behavior&Human Decision Processes,2006,99,(2):113-142.
[6]Hinkin,T.R,and C.A.Schriesheim.An Examination of“Nonleadership”:From Laissez-faire Leadership to Leader Reward Omission and Punishment Omission[J].Journal of Applied Psychology,2008,93,(6):1234-1248.
[7]Mc Cauley,D.P,and K.W.Kuhnert.A Theoretical Review and Empirical Investigation of Employee Trust in Management[J].Public Administration Quarterly,1992,16,(2):265-283.
[8]Cropanzano,R.,and M.S.Mitchell.Social Exchange Theory:An Interdisciplinary Review[J].Journal of Management,2005,31,(6):874-900.
[9]Schaubroeck,J.M.,A.C.Peng,and S.T.Hannah.Developing Trust with Peers and Leaders:Impacts on Organizational Identification and Performance During Entry[J].Academy of Management Journal,2013,56,(4):1148-1168.
[10]Cropanzano,R.,J.C.Howes,and A.A.Grandey.The Relationship of Organizational Politics and Support to Work Behaviors,Attitudes,and Stress[J].Journal of Organizational Behavior,1997,18,(2):159-180.
[11]Ashford,S.J.,and L.L.Cummings.Proactive Feedback Seeking:The Instrumental Use of the Information Environment[J].Journal of Occupational Psychology,1985,58,(1):67-79.
[12]Ashford,S.J.,R.Blatt,and D.V.Walle.Reflections on the Looking Glass:A Review of Research on Feedback Seeking Behavior in Organizations[J].Journal of Management,2003,29,(6):773-799.
[13]Levy,P.E.,M.D.Albright,and B.D.Cawley.Situational and Individual Determinants of Feedback Seeking:A Closer Look at the Process[J].Organizational Behavior&Human Decision Processes,1995,62,(1):23-37.
[14]Howell,J.P.,and D.L.Costley.Understanding Behaviors for Effective Leadership[M].Upper Saddle River,NY:PrenticeHall,2001.
[15]Liden,R.C.,R.T.Sparrowe,and S.J.Wayne.Leader-member Exchange Theory:The Past and Potential for the Future[J].Research in Personnel&Human Resources Management,1997,(15):47-119.
[16]Hinkin,T.R,and C.A.Schriesheim.Leader Reinforcement,Behavioral Integrity,and Subordinate Outcomes:A Social Exchange Approach[J].Leadership Quarterly,2015,26,(6):991-1004.
[17]Walle,D.V.,and L.L.Cummings.A Test of the Influence of Goal Orientation on the Feedback Seeking Process[J].Journal of Applied Psychology,1997,82,(3):390-400.
[18]Dirks,K.T.,and D.P.Skarlicki,D.P.Trust in Leaders:Existing Research and Emerging Issues[A].In Kramer,R M,Cook K S.(Eds.).Trust and Distrust in Organizations:Dilemmas and Approaches[C].New York:Russell Sage Foundation,2004.
[19]Mayer,R.C.,J.H.Davis,and F.D.Schoorman.An Integrative Model of Organizational Trust[J].Academy of Management Review,1995,20,(3):709-734.
[20]Rousseau,D.M.,S.B.Sitkin,and R.S.Burt.Introduction to Special Topic Forum:Not so Different after All:A Cross-Discipline View of Trust[J].Academy of Management Review,1998,23,(3):393-404.
[21]Dirks,K.T.Trust in Leadership and Team Performance:Evidence from NCAA Basket-ball[J].Journal of Applied Psychology,2000,85,(6):1004-1012.
[22]Mc Allister,D.J.Affect and Cognition Based Trust as Foundations for Interpersonal Cooperation in Organizations[J].Academy of Management Journal,1995,38,(1):24-59.
[23]郑伯埙.差序格局与华人组织行为[J].台北:本土心理学研究,1995,(3):142-219.
[24]韦慧民,龙立荣.主管认知信任和情感信任对员工行为及绩效的影响[J].北京:心理学报,2009,(1):86-94.
[25]Yang,J.,and K.W,Mossholder.Examining the Effects of Trust in Leaders:A Bases-and-foci Approach[J].Leadership Quarterly,2010,21,(1):50-63.
[26]Kacmar,K.M.,and D.S.Carlson.Further Validation of the Perceptions of Politics Scale(Pops):A Multiple Sample Investigation[J].Journal of Management,1997,23,(5):627-658.
[27]Atinc,G.,M.Darrat,and B.Fuller.Perceptions of Organizational Politics:A Meta-analysis of Theoretical Antecedents[J].Journal of Managerial Issues,2010,22,(4):494-513.
[28]Hsieh,C.H.A Study of the Relationships among Perceptions of Organizational Politics,Trust and Knowledge Sharing[D].China Taiwan:Sun Yat-Sen University,2006.
[29]Callister,R.R.,M.W.Kramer,and D.B.Turban.Feedback Seeking Following Career Transitions[J].Academy of Management Journal,1999,42,(4):429-438.
[30]马超,凌文辁,方俐洛.企业员工组织政治认知量表的构建[J].北京:心理学报,2006,(1):107-115.
[31]Parker,S.K,H.M.Williams,and N.Turner.Modeling the Antecedents of Proactive Behavior at Work[J].Journal of Applied Psychology,2006,91,(3):636-652.
[32]Ashford,S.J.,and A.S.Tsui.Self-regulation for Managerial Effectiveness:The Role of Active Feedback Seeking[J].Academy of Management Journal,1991,34,(2):251-280.
[33]Vande Walle,D.,S.Ganesan,and G.N.Challagalla.An Integrated Model of Feedback-seeking Behavior:Disposition,Context,and Cognition[J].Journal of Applied Psychology,2000,85,(6):996.
[34]Wanous,J.P.,A.E.Reichers,and M.J.Hudy.Overall Job Satisfaction:How Good are Single-item Measures?[J].Journal of Applied Psychology,1997,82,(2):247-252.
[35]Hackman,J.R.,and G.R.Oldham.Development of Job Diagnostic Survey[J].Journal of Applied Psychology,1975,60,(2):159-170.
[36]Mossholder,K.W.,N.Bennett,E.R.Kemery,and M.A.Wesolowski.Relationships between Bases of Power and Work Reactions:The Mediational Role of Procedural Justice[J].Journal of Management,1998,24,(4):533-552.
[37]Lindell,M.K.,and D.J.Whitney.Accounting for Common Method Variance in Cross-sectional Designs[J].Journal of Applied Psychology,2001,86,(1):114-121.
[38]Baron,R.M.,and D.A.Kenny.The Moderator-mediator Variable Distinction in Social Psychological Research:Conceptual,Strategic,and Statistical Considerations[J].Journal of Personality&Social Psychology,1986,51,(6):1173-1182.
[39]Zhao,X.,J.G.Lynch,and Q.Chen.Reconsidering Baron and Kenny:Myths and Truths about Mediation Analysis[J].Journal of Consumer Research,2010,37,(2):197-206.
[40]Preacher,K.J.,and A.F.Hayes.SPSS and SAS Procedures for Estimating Indirect Effects in Simple Mediation Models[J].Behavior Research Methods,2004,36,(4):717-731.
[41]Muller,D.,C.M.Judd,and V.Y.Yzerbyt.When Moderation is Mediated and Mediation is Moderated[J].Journal of Personality and Social Psychology,2005,89,(6):852-863.
[42]Hayes,A.F.An Introduction to Mediation,Moderation,and Conditional Process Analysis:A Regression-based Approach[M].New York:Guilford Press,2013.
[43]温忠麟,叶宝娟.有调节的中介模型检验方法:竞争还是替补[J].北京:心理学报,2014,(5):714-726.
[44]Levy,P.E.,R.T.Cober,and T.Miller.The Effect of Transformational and Transactional Leadership Perceptions on FeedbackSeeking Intentions[J].Journal of Applied Social Psychology,2002,32,(8):1703-1720.
[45]De Stobbeleir,K.E.M.,S.J.Ashford,and D.Buyens.Self-Regulation of Creativity at Work:The Role of Feedback-Seeking Behavior in Creative Performance[J].Academy of Management Journal,2011,54,(4):811-831.
[46]刘冰,齐蕾,徐璐.包容型领导对员工反馈寻求行为的跨层次影响研究[J].武汉:管理学报,2017,(5):677-685.
[47]张燕红,廖建桥.团队真实型领导、新员工反馈寻求行为与社会化结果[J].哈尔滨:管理科学,2015,(2):126-136.
[48]申传刚,马红宇,杨璟,刘腾飞.上司不当督导与下属绩效:反馈寻求行为和学习目标定向的作用[J].北京:心理学报,2012,(12):1677-1686.
[49]刘文彬,唐杰.绩效反馈对新生代员工反生产行为的影响机制——反馈效价视角的理论模型与案例研究,北京:经济管理,2015,(6):188-199.
[50]Carnabuci,G.,and B.Dioszegi.Social Networks,Cognitive Style,and Innovative Performance:A Contingency Perspective[J].Academy of Management Journal,2015,58,(3):881-905.
[51]Bidwell,M.,and J.R.Keller.Within or Without?How Firms Combine Internal and External Labor Markets to Fill Jobs[J].Academy of Management Journal,2014,57,(4):1035-1055.