变革策略对员工主动变革行为的影响研究
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摘要
基于社会信息处理理论和41个团队302名员工的多层次线性模型,探索合理化和处罚两种变革管理策略对员工主动变革行为的影响,考察变革频率和员工性别在此过程中的调节作用。研究结果表明,合理化策略和处罚策略对员工主动变革行为分别有显著积极和消极作用;相对于女性员工,合理化策略对男性员工的积极作用更显著;高组织变革频率加剧了处罚策略的消极作用,且对男性员工来说这种加剧的消极作用更显著。
Drawing upon social information processing theory,the present study aimed to examine the influence of rationality and sanction on employee proactive change behaviors,and the contingent effects of change frequency as well as gender was also factored in it.Results of HLM indicated that rationality had a positive effect on employee proactive change behavior while sanction was negatively related to it.Female employees were less sensitive to management tactics than male employees.Compared to female employees,the positive relation between rationality and male employees' proactive change behavior were stronger.When change frequency was high,the negative effect of sanction was stronger,and the negative effect of sanction was much stronger for male employees compared to female employees.
Drawing upon social information processing theory,the present study aimed to examine the influence of rationality and sanction on employee proactive change behaviors,and the contingent effects of change frequency as well as gender was also factored in it.Results of HLM indicated that rationality had a positive effect on employee proactive change behavior while sanction was negatively related to it.Female employees were less sensitive to management tactics than male employees.Compared to female employees,the positive relation between rationality and male employees' proactive change behavior were stronger.When change frequency was high,the negative effect of sanction was stronger,and the negative effect of sanction was much stronger for male employees compared to female employees.
引文
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[26]MAJOR B,MCFARLIN D B,GAGNON D.Overworked and Underpaid:On the Nature of Gender Differences in Personal Entitlement[J].Journal of Personality and Social Psychology,1984,47(6):1 399-1 412.
[27]FRAZIER M L,BOWLER W M.Voice Climate,Supervisor Undermining,and Work Outcomes:AGroup-Level Examination[J].Journal of Management,2015,41(3):841-863.
[28]YUKL G,FU P P,MCDONALD R.Cross-Cultural Differences in Perceived Effectiveness of Influence Tactics for Initiating or Resisting Change[J].Applied Psychology,2003,52(1):68-82.
[2]OREG S,BARTUNEK J M,LEE G,et al.An Affect-Based Model of Recipients’Responses to Organizational Change Events[J].Academy of Management Review,2018,43(1):65-86.
[3]FURST S A,CABLE D M.Employee Resistance to Organizational Change:Managerial Influence Tactics and Leader-Member Exchange[J].Journal of Applied Psychology,2008,93(2):453-462.
[4]HIGGINS C A,JUDGE T A,FERRIS G R.Influence Tactics and Work Outcomes:A Meta-Analysis[J].Journal of Organizational Behavior,2003,24(1):89-106.
[5]SALANCIK G R,PFEFFER J.A Social Information Processing Approach to Job Attitudes and Task Design[J].Administrative Science Quarterly,1978,23(2):224-253.
[6]YUKL G,FABLE C M.Influence Tactics and Objectives in Upward,Downward,and Lateral Influence Attempts[J].Journal of Applied Psychology,1990,75(2):132-140.
[7]MEYERS-LEVY J,LOKEN B.Revisiting Gender Differences:What We Know and What Lies Ahead[J].Journal of Consumer Psychology,2015,25(1):129-149.
[8]EAGLY A H.Sex Differences in Influenceability[J].Psychological Bulletin,1978,85(1):86-116.
[9]BEM S L.Gender Schema Theory:A Cognitive Account of Sex Typing[J].Psychological Review,1981,88(4):354-364.
[10]CAMERON E,GREEN M.Making Sense of Change Management:A Complete Guide to the Models,Tools and Techniques of Organizational Change[M].London:Kogan Page Publishers,2015.
[11]CHONG M P,MUETHEL M,RECHARDS M,et al.Influence Behaviors and Employees’Reactions:An Empirical Test among Six Societies Based on a Transactional-Relational Contract Model[J].Journal of World Business,2013,48(3):373-384.
[12]YUKL G,SEIFERT C F,CHAVEZ C.Validation of the Extended Influence Behavior Questionnaire[J].Leadership Quarterly,2008,19(5):609-621.
[13]梁建.道德领导与员工建言:一个调节-中介模型的构建与检验[J].心理学报,2014,46(2):252-264.
[14]SCHRIESHEIM C A,HINKIN T R.Influence Tactics Used by Subordinates:A Theoretical and Empirical Analysis and Refinement of the Kipnis,Schmidt,and Wilkinson Subscales[J].Journal of Applied Psychology,1990,75(3):246-257.
[15]YUKL G,TRACEY J B.Consequences of Influence Tactics Used with Subordinates,Peers,and the Boss[J].Journal of Applied Psychology,1992,77(4):525-535.
[16]JOHNSON K J.The Dimensions and Effects of Excessive Change[J].Journal of Organizational Change Management,2016,29(3):445-459.
[17]RAFFERTY A E,GRIFFIN M A.Perceptions of Organizational Change:A Stress and Coping Perspective[J].Journal of Applied Psychology,2006,91(5):1 154-1 162.
[18]JOSHI A,SON J,ROH H.When Can Women Close the Gap?A Meta-Analytic Test of Sex Differences in Performance and Rewards[J].Academy of Management Journal,2015,58(5):1 516-1 545.
[19]SMITH A N,WATKINS M B,BURKE M J,et al,SIMMS S.Gendered Influence:A Gender Role Perspective on the Use and Effectiveness of Influence Tactics[J].Journal of Management,2013,39(5):1 156-1 183.
[20]MEYERS-LEVY J,STERNTHAL B.Gender Differences in the Use of Message Cues and Judgments[J].Journal of Marketing Research,1991,28(1):84-96.
[21]HERSCOVITCH L,MEYER J P.Commitment to Organizational Change:Extension of a Three-Component Model[J].Journal of Applied Psychology,2002,87(3):474-487.
[22]RAUDENBUSH S W,BRYK A S.Hierarchical Linear Models:Applications and Data Analysis Methods[M].Thousand Oaks:Sage Publications,2002.
[23]AIKEN L S,WEST S G,RENO R R.Multiple Regression:Testing and Interpreting Interactions[M].Thousand Oaks:Sage Publications,1991.
[24]EAGLY A H.Sex Differences in Social Behavior:A Social-Role Interpretation[M].Hillsdale:Psychology Press,2013.
[25]WALTERS A E,STUHLMACHER A F,MEYERL L.Gender and Negotiator Competitiveness:AMeta-Analysis[J].Organizational Behavior and Human Decision Processes,1998,76(1):1-29.
[26]MAJOR B,MCFARLIN D B,GAGNON D.Overworked and Underpaid:On the Nature of Gender Differences in Personal Entitlement[J].Journal of Personality and Social Psychology,1984,47(6):1 399-1 412.
[27]FRAZIER M L,BOWLER W M.Voice Climate,Supervisor Undermining,and Work Outcomes:AGroup-Level Examination[J].Journal of Management,2015,41(3):841-863.
[28]YUKL G,FU P P,MCDONALD R.Cross-Cultural Differences in Perceived Effectiveness of Influence Tactics for Initiating or Resisting Change[J].Applied Psychology,2003,52(1):68-82.