成就动机和管理开放性对建言行为的跨层调节
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- 英文论文题名：Opportunity or Threat?A Cross-level Study of Achievement Motivation,Managerial Openness and Employee Voice
- 论文作者：钟建安 ; 谢远托 ; 顾源
- 英文论文作者：Jianan Zhong ; Yuantuo Xie ; Yuan Gu ; Zhejiang University ; Department of Psychology and Behavioral Science
- 年：2015
- 作者机构：浙江大学心理与行为科学系;
- 论文关键词：建言行为 ; 成就动机 ; 机会威胁认知 ; 管理开放性
- 英文论文关键词：Employee Voice ; Achievement Motivation ; Perceptions of Opportunity and Threat ; Managerial Openness
- 会议召开时间：2015-10-16
- 会议录名称：第十八届全国心理学学术会议摘要集——心理学与社会发展
- 英文会议录名称：Proceedings of the 18th National Academic Congress of Psychology
- 语种：中文
- 分类号：B848.4
- 学会代码：ZGXG
- 会议名称：第十八届全国心理学学术会议
- 会议地点：中国天津
- 主办单位：中国心理学会
- 学会名称：中国心理学会
- 页数：3
- 文件大小：820k
- 原文格式：D
- 会议级别：全国
摘要
以往的研究倾向于将员工建言视为一种组织公民行为,然而近年来部分学者认为建言具有自我服务的效能或工具性价值。基于此,本文从理性经济人的视角探讨了成就动机与建言行为之间的关系。同时,为了探讨建言行为的认知机制,本文从风险决策的角度考察了机会威胁认知在成就动机与建言行为之间所起的作用。此外由于员工建言是个体因素与环境因素交互起作用的结果,因此本文探讨了团队管理开放性对上述机制的跨层调节作用。本文基于全景式的研究范式,通过现场研究和实验研究分别对上述假设进行验证。在现场研究中,本文通过领导—员工配对的方式对87个团队的291名员工进行了调研,构建并检验了一个跨层次调节模型。为了提高研究的内部效度,本文以244名企业员工作为研究对象,通过情景决策实验即2(成就动机:高VS低)×2(管理开放性:高VS低)的实验设计对现场研究的结论进行验证。研究结果表明:(1)成就动机对建言行为具有显著的影响,其中趋向型动机显著地正向预测建言行为,而回避型动机则显著地反向预测建言行为;(2)机会威胁认知显著地预测建言行为,并在成就动机与建言行为之间起中介作用;(3)现场研究仅论证了团队管理开放性对回避型动机与威胁认知的跨层调节作用,而实验研究在控制额外变量后,发现管理开放性与成就动机交互地影响员工建言及对建言的机会威胁认知。高成就动机的个体希望通过建言来实现自身的抱负或目标,因为他们认为建言行为可能带来机会或实际效益;低成就动机的个体则回避建言,因为他们害怕建言可能会带来人际风险或威胁;而管理开放性则提供了一种支持性氛围则对上述机制产生调节效应。
Employee voice was considered as organizational citizenship behavior in previous studies, however relevant academic research showed that employee voice may have instrumental value. On the basis of rational agent assumption, this study explored the effect of achievement motivation on voice. In order to deeply understand the mechanism that the impact works, we discussed the mediating effect of perceptions of opportunity and threat between them based on risk decision theory. Apart from this, this study developed a cross-level model of individual achievement motivation, team managerial openness, perceptions of opportunity and threat and voice to get a better understanding about individual behavior and context. We conducted two studies to test the hypothesis based on full-cycle research approach. In the survey-based field study, we developed a cross-level model and tested it through 87 teams comprising 291 employees. In order to improve internal validity of this study, we conducted an experimental study that is 2(Achievement motivation: High VS. Low) ×2(Managerial openness: High VS. Low) design to test the hypothesis. The sample is constituted of 244 employees. Main conclusions of this work are given as follows:(1) Achievement motivation has significant influence on employee voice;(2) Perceptions of opportunity and threat have significant influence on employee voice, and play the role of mediator between achievement motivation and voice;(3) Team Managerial openness plays a negative cross-level moderating role between achievement motivation and perceptions of threat in study 1; However, managerial openness moderates the relationships between achievement motivation and employee voice, perceptions of opportunity and threat in study 2.
Employee voice was considered as organizational citizenship behavior in previous studies, however relevant academic research showed that employee voice may have instrumental value. On the basis of rational agent assumption, this study explored the effect of achievement motivation on voice. In order to deeply understand the mechanism that the impact works, we discussed the mediating effect of perceptions of opportunity and threat between them based on risk decision theory. Apart from this, this study developed a cross-level model of individual achievement motivation, team managerial openness, perceptions of opportunity and threat and voice to get a better understanding about individual behavior and context. We conducted two studies to test the hypothesis based on full-cycle research approach. In the survey-based field study, we developed a cross-level model and tested it through 87 teams comprising 291 employees. In order to improve internal validity of this study, we conducted an experimental study that is 2(Achievement motivation: High VS. Low) ×2(Managerial openness: High VS. Low) design to test the hypothesis. The sample is constituted of 244 employees. Main conclusions of this work are given as follows:(1) Achievement motivation has significant influence on employee voice;(2) Perceptions of opportunity and threat have significant influence on employee voice, and play the role of mediator between achievement motivation and voice;(3) Team Managerial openness plays a negative cross-level moderating role between achievement motivation and perceptions of threat in study 1; However, managerial openness moderates the relationships between achievement motivation and employee voice, perceptions of opportunity and threat in study 2.
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