员工权力认知对其行为影响的研究
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摘要
随着科学技术与知识经济的发展,企业组织结构日益扁平化,员工参与、团队合作和授权管理被很多组织认同和采用,领导者与被领导者的界限也在逐渐淡化,共同参与和平等决策成为许多组织的共识。同时,人们追求自由与平等,敢于挑战权威、蔑视权力,也潜移默化的影响着他们在组织中的行为方式。在此背景下,员工1权力问题越来越受到学术界和企业界的关注。
然而,在人们的传统观念中,权力是属于领导者的,领导者是权力的拥有者、使用者和监督者,员工则是权力的顺从者、承受者和反应者。事实上,权力在领导者和员工之间的分布是不均衡的,员工能否在权力决策中发挥作用,不仅要从组织和领导者角度,去寻找员工权力管理的途径或方法,还应该深入从员工权力本身去进行分析。由此,关注员工权力即成为本研究的出发点和落脚点。
在组织中,员工权力应该有哪些主要内容?员工权力的现状是怎样的?员工对权力有什么需求?员工权力认知对其行为有什么影响?是如何产生影响的?为了回答上述有关员工权力的基本问题,本文在权力要素分析的基础上,对组织权力的内容进行剖析,进而以认知的视角,将员工的权力现状和员工对权力的需求或意义——员工权力距离和员工权力价值,定义为员工权力认知,并研究了员工权力认知对其行为影响的规律。
本文对上述问题的研究,按照以下内容展开：
1、组织权力的内容及其属性分析
学术界对权力的来源和分类作了系统的研究,但是在企业组织中,究竟权力的主要表现形式,即权力本身所承载的组织要素是什么——我们称之为权力要素,却并未见有深入的分析。本文在权力要素概念基础上,通过企业实证的方法,提炼出资源决策权、人事决策权、上级支持权、制度决策权、关系影响权和能力决策权等6种组织权力,并从权力分布的差异性、权力归属的可变性、权力使用的权宜性和权力需求的价值性等权力属性的4个方面,分别进行了分析和研究。
2、员工权力认知的研究
以权力距离和权力价值为研究框架,对组织权力进行分类；以认知为研究视角,对员工权力认知进行分析。研究发现：员工权力认知包括员工权力价值认知和员工权力距离认知2个方面,员工权力价值认知包含职位权力价值、组织权力价值和关系影响价值认知3个要素,员工权力距离认知包含职位权力距离、组织权力距离、关系影响距离和能力权力距离认知4个要素。
员工权力认知的结构分析及模型表征研究,为进一步揭示员工权力认知作用规律奠定了必要的基础。
3、面向员工权力认知的员工行为及领导行为研究
关于员工行为／员工绩效、领导行为／领导风格,学术界已经进行了深入而广泛的研究。但是对于员工权力认知对其行为的影响、是正向影响还是反向影响、领导行为在其中所扮演角色的分析,在以往文献中却并不多见。结合文献梳理和实证分析,本文尝试从行为“分化”的角度进行研究——员工的积极行为和消极行为,领导的民主行为和专制行为。结果证实：员工行为可分为积极行为和消极行为两个维度方向,领导行为可分为民主行为和专制行为两个维度方向；其中,员工积极行为包括创新行为、宣扬行为和公民行为,员工消极行为包括怠慢行为、沉默行为和对抗行为。在深入分析领导行为时,通过进一步比较和归纳,我们还发现：领导民主行为包括放权行为和影响行为,领导专制行为包括警示行为和惩戒行为。
对员工行为和领导行为的结构表征分析,也为研究员工权力认知、领导行为和员工行为之间的关系提供了重要的依据。
4、员工权力认知、领导行为和员工行为之间的关系研究
大量研究已经证明,领导行为／领导风格对员工行为有着重要的影响。本文的研究结果表明：领导民主行为与员工积极行为显著相关,领导专制行为与员工消极行为显著相关；领导民主行为与员工消极行为无显著相关关系,领导专制行为与员工积极行为无显著相关关系。研究还进一步证实：领导放权行为和影响行为与员工创新行为、宣扬行为和公民行为,领导警示行为和惩戒行为与员工怠慢行为、沉默行为和对抗行为,都存在着显著的相关关系。在进一步研究领导行为在员工权力认知和员工行为关系中的中介作用时发现：领导民主行为在员工权力距离认知和员工权力价值认知与员工积极行为关系中起中介作用；领导专制行为在员工权力距离认知和员工消极行为关系中起中介作用,但是在员工权力价值认知和员工消极行为关系中不能起到中介作用。在总结上述结论的内涵和意义之后,我们进一步利用结构方程的PA-LV模型,对它们之间的影响路径作了尝试性分析,初步结论是：员工权力距离认知通过领导民主行为对其积极行为产生影响,通过领导专制行为对其消极行为产生影响；员工权力价值认知通过领导民主行为对其积极行为产生影响。
本研究对于提升组织中员工的权力主体意识,使员工有效利用权力,建立员工与领导者之间新型的权力关系,促进双方的权力合作与制衡,以及寻找新的权力管理方法,都具有重要的现实意义。同时,本文关于员工权力认知及其作用规律的成果以及后续研究,有助于丰富和发展员工权力管理理论,并希望能引起学术界和企业界对相关问题的关注。
The advancement in science & techonology and the development of knowledge economy bring about increasingly flattened organizational structures; as a result, organizations turn to value not only employee participation, but also teamwork and empowerment. The boundary between leaders and those who are led tends to die away. At the same time, the human nature of pursuing freedom and equality as well as the courage of challenging authority and despising power continue to influence people's behavior within the organization. Under this circumstance, issues pertaining employee power have caught the attention of the academia as well as the business world.
However, as perceived by most people, power belongs to leaders. Leaders are the users and supervisors of power whereas employees are, and only are, the followers. The distribution of power between leaders and employees is, in fact, disproportionate. Whether employees get to come into play in the process of decision-making requires us to search for ways to not only involve employees from the perspective of the organization itself and its leaders, but more importantly, to analyze the situation from employees themselves. Therefore, we decide to focus on employee power and take it as the main topic of this research.
To answer questions regarding the definition of employee power and its status quo, the demand for employee power and the impact that the recognition of employee power has on its behavior and how it happens, we first, based on the study of the fundamental elements of power, analyze the main contents of power. With the view of recognition, we then proceed to define the status quo of employee power, i.e., power distance, and the needs and meaning of employee power, i.e., power value, as employee power recognition. Finally, we study the patterns of the influence of employee power recognition on the behavior.
Our research identifies the following topics:
1. The contents of organizational power and the analysis of its attributes
Albeit the academia has systematically studied the bases and types of power, the research on how power is displayed, i.e., what the fundamental elements of power are, does not delve deeper within organizations. We base our dissertation on the elements of power; with empirical methods, we have identified six types of organizational power—personnel decision power, superior support power, institution decision power, relationship influence power, capacity decision power, and analyzed four attributes of power—differences of power distribution, variability of power belonging, expediency of power use, and value of power demand.
2. Research on employee power recognition
Using power distance and power value as frameworks, we classify organizational power and then analyze employee power recognition through the view of recognition. We found that employee power recognition contains the recognition of employee power value and employee power distance. By employee power value recognition, we considered position power value, organizational power value and relationship influence value; while we define employee power distance recognition as position power distance, organizational power distance, relationship influence power distance and capacity power distance.
The research on the structure and model of employee power recognition laid vital foundation for further study on the patterns of employee power recognition.
3. Research on employee behaviors and leadership behaviors towards employee power recognition
There are countless studies on employee behavior (performance) and leadership behavior (style). However, whether employee power recognition has an impact on its behavior, whether the behavior is positive or negative and what the take leadership behavior is during the process, are not yet to be identified. We use polar approaches—democratic and autocratic leadership behaviors, and proactive and passive employee behaviors in this dissertation. We found that proactive employee behaviors include innovation, advocation, and citizenship; while passive behaviors include negletion, silence, and antagonism. Also, democratic leadership behaviors include empowerment and influence; whereas autocratic behaviors include admonition and punishment.
The analysis of the structure of leadership and employee behavior laid the cornerstone for further research on employee power recognition and the relationship between leadership and employee behavior.
3. The relationship among employee power recognition, leadership behavior and employee behavior
Studies have shown that leadership behavior and/or style have essential influence on employee behavior. The conclusion of this dissertation indicated the relationship between democratic behaviors of leadership and proactive behaviors of employees, autocratic behaviors of leadership and passive behaviors of employees are statistically significant related; whereas democratic and passive behavior, autocratic and proactive behavior are not related. Besides, we corroborated that leadership empowerment and employee innovation, advocation and citizenship behaviors, leadership influence and employee innovation, advocation and citizenship behaviors, leadership admonition and employee negletion, silence and antagonism behaviors, leadership punishment and employee negletion, silence and antagonism behaviors are all statistically significant related. When studying the relationship between employee power recognition and employee behavior, we found that democratic behavior of leadership serves as a mediator in the relationship between employee power distance recognition and proactive behavior, as well as employee power value recognition and its proactive behavior. Moreover, autocratic behavior of leadership serves as a mediator in the relationship between employee power distance recognition and its passive behavior; however, it does not serve as a mediator between the relationship between employee power value recognition and passive behavior. By delving deeper on the advantages and disadvantages of the preceding conclusion, we, by using PA-LV model and its structural equation, try to further analyze the influence path, and preliminarily found that employee power distance recognition has an influence on its proactive behaviors through democratic behaviors of leadership, and on its passive behaviors through autocratic behaviors of leadership. Also, employee power value recognition affects its proactive behaviors through democratic behaviors of leadership.
This research helps elevate employee's consciousness of power and finds new management methods pertaining to the effective use of employee power. Moreover, the results and follow-up research on employee power and its influence patterns laid foundation for future studies and development of theories of employee power management.
然而,在人们的传统观念中,权力是属于领导者的,领导者是权力的拥有者、使用者和监督者,员工则是权力的顺从者、承受者和反应者。事实上,权力在领导者和员工之间的分布是不均衡的,员工能否在权力决策中发挥作用,不仅要从组织和领导者角度,去寻找员工权力管理的途径或方法,还应该深入从员工权力本身去进行分析。由此,关注员工权力即成为本研究的出发点和落脚点。
在组织中,员工权力应该有哪些主要内容?员工权力的现状是怎样的?员工对权力有什么需求?员工权力认知对其行为有什么影响?是如何产生影响的?为了回答上述有关员工权力的基本问题,本文在权力要素分析的基础上,对组织权力的内容进行剖析,进而以认知的视角,将员工的权力现状和员工对权力的需求或意义——员工权力距离和员工权力价值,定义为员工权力认知,并研究了员工权力认知对其行为影响的规律。
本文对上述问题的研究,按照以下内容展开：
1、组织权力的内容及其属性分析
学术界对权力的来源和分类作了系统的研究,但是在企业组织中,究竟权力的主要表现形式,即权力本身所承载的组织要素是什么——我们称之为权力要素,却并未见有深入的分析。本文在权力要素概念基础上,通过企业实证的方法,提炼出资源决策权、人事决策权、上级支持权、制度决策权、关系影响权和能力决策权等6种组织权力,并从权力分布的差异性、权力归属的可变性、权力使用的权宜性和权力需求的价值性等权力属性的4个方面,分别进行了分析和研究。
2、员工权力认知的研究
以权力距离和权力价值为研究框架,对组织权力进行分类；以认知为研究视角,对员工权力认知进行分析。研究发现：员工权力认知包括员工权力价值认知和员工权力距离认知2个方面,员工权力价值认知包含职位权力价值、组织权力价值和关系影响价值认知3个要素,员工权力距离认知包含职位权力距离、组织权力距离、关系影响距离和能力权力距离认知4个要素。
员工权力认知的结构分析及模型表征研究,为进一步揭示员工权力认知作用规律奠定了必要的基础。
3、面向员工权力认知的员工行为及领导行为研究
关于员工行为／员工绩效、领导行为／领导风格,学术界已经进行了深入而广泛的研究。但是对于员工权力认知对其行为的影响、是正向影响还是反向影响、领导行为在其中所扮演角色的分析,在以往文献中却并不多见。结合文献梳理和实证分析,本文尝试从行为“分化”的角度进行研究——员工的积极行为和消极行为,领导的民主行为和专制行为。结果证实：员工行为可分为积极行为和消极行为两个维度方向,领导行为可分为民主行为和专制行为两个维度方向；其中,员工积极行为包括创新行为、宣扬行为和公民行为,员工消极行为包括怠慢行为、沉默行为和对抗行为。在深入分析领导行为时,通过进一步比较和归纳,我们还发现：领导民主行为包括放权行为和影响行为,领导专制行为包括警示行为和惩戒行为。
对员工行为和领导行为的结构表征分析,也为研究员工权力认知、领导行为和员工行为之间的关系提供了重要的依据。
4、员工权力认知、领导行为和员工行为之间的关系研究
大量研究已经证明,领导行为／领导风格对员工行为有着重要的影响。本文的研究结果表明：领导民主行为与员工积极行为显著相关,领导专制行为与员工消极行为显著相关；领导民主行为与员工消极行为无显著相关关系,领导专制行为与员工积极行为无显著相关关系。研究还进一步证实：领导放权行为和影响行为与员工创新行为、宣扬行为和公民行为,领导警示行为和惩戒行为与员工怠慢行为、沉默行为和对抗行为,都存在着显著的相关关系。在进一步研究领导行为在员工权力认知和员工行为关系中的中介作用时发现：领导民主行为在员工权力距离认知和员工权力价值认知与员工积极行为关系中起中介作用；领导专制行为在员工权力距离认知和员工消极行为关系中起中介作用,但是在员工权力价值认知和员工消极行为关系中不能起到中介作用。在总结上述结论的内涵和意义之后,我们进一步利用结构方程的PA-LV模型,对它们之间的影响路径作了尝试性分析,初步结论是：员工权力距离认知通过领导民主行为对其积极行为产生影响,通过领导专制行为对其消极行为产生影响；员工权力价值认知通过领导民主行为对其积极行为产生影响。
本研究对于提升组织中员工的权力主体意识,使员工有效利用权力,建立员工与领导者之间新型的权力关系,促进双方的权力合作与制衡,以及寻找新的权力管理方法,都具有重要的现实意义。同时,本文关于员工权力认知及其作用规律的成果以及后续研究,有助于丰富和发展员工权力管理理论,并希望能引起学术界和企业界对相关问题的关注。
The advancement in science & techonology and the development of knowledge economy bring about increasingly flattened organizational structures; as a result, organizations turn to value not only employee participation, but also teamwork and empowerment. The boundary between leaders and those who are led tends to die away. At the same time, the human nature of pursuing freedom and equality as well as the courage of challenging authority and despising power continue to influence people's behavior within the organization. Under this circumstance, issues pertaining employee power have caught the attention of the academia as well as the business world.
However, as perceived by most people, power belongs to leaders. Leaders are the users and supervisors of power whereas employees are, and only are, the followers. The distribution of power between leaders and employees is, in fact, disproportionate. Whether employees get to come into play in the process of decision-making requires us to search for ways to not only involve employees from the perspective of the organization itself and its leaders, but more importantly, to analyze the situation from employees themselves. Therefore, we decide to focus on employee power and take it as the main topic of this research.
To answer questions regarding the definition of employee power and its status quo, the demand for employee power and the impact that the recognition of employee power has on its behavior and how it happens, we first, based on the study of the fundamental elements of power, analyze the main contents of power. With the view of recognition, we then proceed to define the status quo of employee power, i.e., power distance, and the needs and meaning of employee power, i.e., power value, as employee power recognition. Finally, we study the patterns of the influence of employee power recognition on the behavior.
Our research identifies the following topics:
1. The contents of organizational power and the analysis of its attributes
Albeit the academia has systematically studied the bases and types of power, the research on how power is displayed, i.e., what the fundamental elements of power are, does not delve deeper within organizations. We base our dissertation on the elements of power; with empirical methods, we have identified six types of organizational power—personnel decision power, superior support power, institution decision power, relationship influence power, capacity decision power, and analyzed four attributes of power—differences of power distribution, variability of power belonging, expediency of power use, and value of power demand.
2. Research on employee power recognition
Using power distance and power value as frameworks, we classify organizational power and then analyze employee power recognition through the view of recognition. We found that employee power recognition contains the recognition of employee power value and employee power distance. By employee power value recognition, we considered position power value, organizational power value and relationship influence value; while we define employee power distance recognition as position power distance, organizational power distance, relationship influence power distance and capacity power distance.
The research on the structure and model of employee power recognition laid vital foundation for further study on the patterns of employee power recognition.
3. Research on employee behaviors and leadership behaviors towards employee power recognition
There are countless studies on employee behavior (performance) and leadership behavior (style). However, whether employee power recognition has an impact on its behavior, whether the behavior is positive or negative and what the take leadership behavior is during the process, are not yet to be identified. We use polar approaches—democratic and autocratic leadership behaviors, and proactive and passive employee behaviors in this dissertation. We found that proactive employee behaviors include innovation, advocation, and citizenship; while passive behaviors include negletion, silence, and antagonism. Also, democratic leadership behaviors include empowerment and influence; whereas autocratic behaviors include admonition and punishment.
The analysis of the structure of leadership and employee behavior laid the cornerstone for further research on employee power recognition and the relationship between leadership and employee behavior.
3. The relationship among employee power recognition, leadership behavior and employee behavior
Studies have shown that leadership behavior and/or style have essential influence on employee behavior. The conclusion of this dissertation indicated the relationship between democratic behaviors of leadership and proactive behaviors of employees, autocratic behaviors of leadership and passive behaviors of employees are statistically significant related; whereas democratic and passive behavior, autocratic and proactive behavior are not related. Besides, we corroborated that leadership empowerment and employee innovation, advocation and citizenship behaviors, leadership influence and employee innovation, advocation and citizenship behaviors, leadership admonition and employee negletion, silence and antagonism behaviors, leadership punishment and employee negletion, silence and antagonism behaviors are all statistically significant related. When studying the relationship between employee power recognition and employee behavior, we found that democratic behavior of leadership serves as a mediator in the relationship between employee power distance recognition and proactive behavior, as well as employee power value recognition and its proactive behavior. Moreover, autocratic behavior of leadership serves as a mediator in the relationship between employee power distance recognition and its passive behavior; however, it does not serve as a mediator between the relationship between employee power value recognition and passive behavior. By delving deeper on the advantages and disadvantages of the preceding conclusion, we, by using PA-LV model and its structural equation, try to further analyze the influence path, and preliminarily found that employee power distance recognition has an influence on its proactive behaviors through democratic behaviors of leadership, and on its passive behaviors through autocratic behaviors of leadership. Also, employee power value recognition affects its proactive behaviors through democratic behaviors of leadership.
This research helps elevate employee's consciousness of power and finds new management methods pertaining to the effective use of employee power. Moreover, the results and follow-up research on employee power and its influence patterns laid foundation for future studies and development of theories of employee power management.
引文
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