知识型员工建言行为的影响机制研究
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摘要
置身于一个变革的时代,环境的复杂多变使管理决策面临高度的不确定性,企业的创新能力和环境适应能力受到了极大的挑战,相应带来了更多对信息搜寻的要求。然而在许多企业中,面对组织发展的关键问题员工却选择了隐瞒自己的真实想法和意见,使得企业决策缺乏不同观点的碰撞与负面的反馈,存在的风险与问题不能及时被发现,创新想法不能顺畅地提出,组织内的知识分享与团队学习难以实现,极大地影响了企业的竞争力。尤其对于知识型员工而言,其工作性质往往具有很强的不确定性,更多地需要他们的创造力来应对瞬息万变的环境及工作当中存在的问题与风险；同时,他们具有相应的专业特长和较高的个人素质,拥有提出建议的能力并拥有实现自我价值的强烈需求,希望通过建言证明自己的价值,获得他人的认同与肯定,缺乏建言的环境往往会使他们非常沮丧,甚至心生退意,不利于其潜能的挖掘。因此,激发知识型员工建言的意愿与行为对于企业的组织管理实践意义重大。
然而,我国传统文化强调和谐、顺从和忠诚,讲求沉默是金,建言行为在权力距离很大、注重集体主义的中国往往被看作对上级权威的挑战、对群体和谐的破坏,因此比西方个人主义社会具有更大的个人风险和群体压力。因此,在既定的文化情境下探索如何激发与提升知识型员工建言的积极性便构成了本研究的重要议题。
本研究在质性探索研究与国内外现有文献梳理的基础上,立足于认知理论的S—C—R模型,通过打开“刺激——反应”作用黑箱,了解知识型员工对环境刺激的认知、释义过程,推导出“授权型领导风格、组织政治氛围——认知动机——员工建言行为”这一逻辑路线,深入地剖析了领导风格与组织氛围之于知识型员工建言行为的影响机理,并对之进行了大样本(N=515)的实证检验。主要研究内容与结论如下：
(1)通过质性研究探索知识型员工建言的影响机制模型。研究在31名知识型员工的工作心得与深度访谈记录的基础上,对中国情境下员工建言行为的影响因素进行了质性的探索性研究,通过扎根理论,明确了研究的理论框架,对于影响员工建言的领导行为与特质、员工建言的心理认知动机、影响员工建言的组织情境因素以及个人特质与建言策略进行了分析。
(2)明确了授权型领导风格对于知识型员工建言的影响。现有研究中关于领导风格与员工建言的关系未能得出一致的结论,本研究实证数据表明,在控制了人口统计因素以及员工个人主动性人格的基础上,授权型领导风格对于知识型员工的建言行为具有较强的解释力。知识型员工有较强的成就欲,期望通过自己的行为展现自己的价值,获得领导与同事的认同,.而授权型领导风格代表了领导范式上的转换,强调了员工自我影响而不是外在的由上而下的影响,相信员工是智慧和方向的重要来源,让员工拥有更多自主权、自我指导和控制权,很好地满足了知识型员工的心理需求,对于激发员工建言起到很好的促进作用,即使在风险较大的中国情境下仍能够有效地预测知识型员工的建言行为。
(3)验证了主动性认知动机在领导风格与建言间的中介作用。以往研究多从建言可能带来的风险入手探讨了影响员工建言的心理机制——心理安全感,缺乏主动性视角的审视。本研究引入了主动性认知动机的概念,认为如果员工责任感较强,将许多角色外行为视作自己的职责范围,在较宽范围的职责上均具有较高的工作效能,同时对自己行为的后果有较强的控制感,才有可能会出现主动性行为。实证研究表明,拥有心理安全感只是建言的必要条件,尤其在权力距离较大的中国情境下,国人可能会出于对权威的崇拜和顺从而保持沉默,也可能会信奉“事不关己,高高挂起”,只有充分地激发员工的主动性认知动机,才可能使员工自动自发,积极为组织献言献策。主动性认知动机在授权型领导风格与员工建言间的中介作用得到了大样本实证结果的验证。
(4)强调了组织政治氛围对知识型员工建言影响的跨层次分析。强调集体主义导向的文化背景下,群体氛围对于个体的建言水平的影响至关重要,本研究引入组织政治氛围这一对建言有着潜在影响的组织氛围变量,弥补了过去员工建言行为研究集中于个体层面探讨的不足。虽然质性的探索性研究中,访谈对象较多地提到了组织政治氛围对于员工建言的影响,但其对于授权型领导与知识型员工建言间的跨层次调节作用没有得到大规模实证调研的支持。可能的原因是对于这样一个特殊的群体而言,他们更多地需要他人对自己的肯定和认同,渴望自我价值的实现,而对于外在的组织氛围则不是那么敏感,虽然组织政治氛围一定程度上抑制了员工的控制感评估和心理安全感,但与授权型领导相比,组织政治氛围的影响作用相对较弱。该研究结论凸显了授权型领导风格对于知识型员工建言的重要性,对于组织的管理实践有着重要的指导意义。
研究最后总结与归纳了研究结论对人力资源管理实践可能的启示,同时指出了自身存在的不足与未来的研究方向。
In an era of change, the complexity and variability of the environment make enterprise facing high uncertainty, and challenge its innovation ability and adaptability, which requires more information correspondingly. However, In many enterprises, employees have chosen to hide their true thoughts and opinions, that make the enterprise lack of collision of different points and negative feedback, and the risks and problems cannot be found in time, innovative ideas cannot be proposed smoothly, knowledge sharing and team learning within the organization is difficult to achieve, and so on. That greatly affects the competitiveness of enterprises.
The voice behavior of knowledge workers is particularly important, because the highly uncertain nature of their work need more creativity to respond to the changing environment and the problems and risks in the work; in addition, they are expertise in their field and have the ability to put forword valuable suggestions. Moreover, they have a strong need to achieve self-worth and hope to get other people's recognition and affirmation by suggestions. If not, often make them depressed. Therefore, it is significant to stimulate the knowledge workers'willingness of voice for the organizations.
However, our traditional culture embraces harmony, obedience and loyalty, says silence is golden. Voice is considered as challenges to higher authority and underminings of the group harmony, which bring more personal risks and pressures to voice in china than in the western society.Therefore, exploring how to motivate staff to upgrade the initiative of voice in specific cultural contexts constitute the important topic in our research.
Based on qualitative research and previous theoretical and empirical studies, and drawing lessons from'Stimulus-Cognition-Response'(S-C-R) model in cognitive psychology, we try to open the balckboxs of how the knowledge workers understand and response to the environment. Following the logic line of "empowering leadership\organization politics climate——cognitional motivation——employee voice behavior", this paper presents an in-depth analysis of influence mechanism of the organizational context on the voice behavior. The main contents and conclusions are as follows:
(1) Qualitative research exploring voice influence mechanism of the knowledge workers.
Based on the work experience and depth interview of 31 knowledge workers, we explore the factors which influence the employee behavior in Chinese context, and propose the preliminary theoretical framework through grounding theory. Through qualitative research, we analysis the leader's traits and behavior and the organizational context which influence the employee voice behavior, the cognitive motivation of voice behavior, and so on. We also discuss the individual voice efficacy and strategy to enhance the impact of the voice.
(2) Confirm the effect of the empowering leadership on employee voice behavior of the knowledge workers.
Current research failed to reach a unanimous conclusion of the relationship of leadership style and employee voice behavior, our empirical data provide the evidence of the strong relationship of empowering leadership and the knowledge workers'voice behavior after controlling for demographic factors and proactive personality. The empowering leadership represent the transition of leadership style, emphasizing self-management rather than the external management, believing employees are an important source of wisdom and direction which meet the psychological needs of knowledge workers who have a strong desire for success, hope to obtain recognition of other'through their efforts. Therefore, even in high risk situations in China, the empowering leadership also serve as a stronger predictor of voice behavior of knowledge workers.
(3) The impact of the empowering leadership is partially mediated by the proactive cognitive motivation. Current studies explain the psychological mechanisms of employee voice behavior with possible risks, but lack of initiative Perspective. Our research introduced the concept of proactive cognitive motivation, that if employees feel responsibility for change, say" that's my job", have role breadth efficacy and high control appraisal, may show more personal initiative. Empirical studies have shown that a psychological safety is a necessary condition for voice; in addition, the proactive motivation is more important especially in large power distance context of China.
(4) Cross-level analysis of Organizational political climate on the voice behavior
In the collectivism-oriented culture, the influence of the organizational climate on individual voice behavior is significant. In the research, we introduce the concept of organizational political climate, which make up the deficiencies of focusing on the individual level. However, although in the qualitative exploratory study, interviewees mentioned the significant influence of political climate, it has not been supported by empirical research that the organization political climate moderator the relationship of the empowering leadership and employee behavior. Possible reason is that for knowledge workers, they desire for self-realization, need more approval and recognition, but does not sensitive to external climate. If the leader encourages them to participate and affirm their value, they will show their initiative although the political climate also Restrain their control appraisal and psychological safety. The conclusions highlight the importance of the leadership which will guide the management practices.
The article concludes with a discussion of avenues for future research on employee voice behavior and implications for management practice.
然而,我国传统文化强调和谐、顺从和忠诚,讲求沉默是金,建言行为在权力距离很大、注重集体主义的中国往往被看作对上级权威的挑战、对群体和谐的破坏,因此比西方个人主义社会具有更大的个人风险和群体压力。因此,在既定的文化情境下探索如何激发与提升知识型员工建言的积极性便构成了本研究的重要议题。
本研究在质性探索研究与国内外现有文献梳理的基础上,立足于认知理论的S—C—R模型,通过打开“刺激——反应”作用黑箱,了解知识型员工对环境刺激的认知、释义过程,推导出“授权型领导风格、组织政治氛围——认知动机——员工建言行为”这一逻辑路线,深入地剖析了领导风格与组织氛围之于知识型员工建言行为的影响机理,并对之进行了大样本(N=515)的实证检验。主要研究内容与结论如下：
(1)通过质性研究探索知识型员工建言的影响机制模型。研究在31名知识型员工的工作心得与深度访谈记录的基础上,对中国情境下员工建言行为的影响因素进行了质性的探索性研究,通过扎根理论,明确了研究的理论框架,对于影响员工建言的领导行为与特质、员工建言的心理认知动机、影响员工建言的组织情境因素以及个人特质与建言策略进行了分析。
(2)明确了授权型领导风格对于知识型员工建言的影响。现有研究中关于领导风格与员工建言的关系未能得出一致的结论,本研究实证数据表明,在控制了人口统计因素以及员工个人主动性人格的基础上,授权型领导风格对于知识型员工的建言行为具有较强的解释力。知识型员工有较强的成就欲,期望通过自己的行为展现自己的价值,获得领导与同事的认同,.而授权型领导风格代表了领导范式上的转换,强调了员工自我影响而不是外在的由上而下的影响,相信员工是智慧和方向的重要来源,让员工拥有更多自主权、自我指导和控制权,很好地满足了知识型员工的心理需求,对于激发员工建言起到很好的促进作用,即使在风险较大的中国情境下仍能够有效地预测知识型员工的建言行为。
(3)验证了主动性认知动机在领导风格与建言间的中介作用。以往研究多从建言可能带来的风险入手探讨了影响员工建言的心理机制——心理安全感,缺乏主动性视角的审视。本研究引入了主动性认知动机的概念,认为如果员工责任感较强,将许多角色外行为视作自己的职责范围,在较宽范围的职责上均具有较高的工作效能,同时对自己行为的后果有较强的控制感,才有可能会出现主动性行为。实证研究表明,拥有心理安全感只是建言的必要条件,尤其在权力距离较大的中国情境下,国人可能会出于对权威的崇拜和顺从而保持沉默,也可能会信奉“事不关己,高高挂起”,只有充分地激发员工的主动性认知动机,才可能使员工自动自发,积极为组织献言献策。主动性认知动机在授权型领导风格与员工建言间的中介作用得到了大样本实证结果的验证。
(4)强调了组织政治氛围对知识型员工建言影响的跨层次分析。强调集体主义导向的文化背景下,群体氛围对于个体的建言水平的影响至关重要,本研究引入组织政治氛围这一对建言有着潜在影响的组织氛围变量,弥补了过去员工建言行为研究集中于个体层面探讨的不足。虽然质性的探索性研究中,访谈对象较多地提到了组织政治氛围对于员工建言的影响,但其对于授权型领导与知识型员工建言间的跨层次调节作用没有得到大规模实证调研的支持。可能的原因是对于这样一个特殊的群体而言,他们更多地需要他人对自己的肯定和认同,渴望自我价值的实现,而对于外在的组织氛围则不是那么敏感,虽然组织政治氛围一定程度上抑制了员工的控制感评估和心理安全感,但与授权型领导相比,组织政治氛围的影响作用相对较弱。该研究结论凸显了授权型领导风格对于知识型员工建言的重要性,对于组织的管理实践有着重要的指导意义。
研究最后总结与归纳了研究结论对人力资源管理实践可能的启示,同时指出了自身存在的不足与未来的研究方向。
In an era of change, the complexity and variability of the environment make enterprise facing high uncertainty, and challenge its innovation ability and adaptability, which requires more information correspondingly. However, In many enterprises, employees have chosen to hide their true thoughts and opinions, that make the enterprise lack of collision of different points and negative feedback, and the risks and problems cannot be found in time, innovative ideas cannot be proposed smoothly, knowledge sharing and team learning within the organization is difficult to achieve, and so on. That greatly affects the competitiveness of enterprises.
The voice behavior of knowledge workers is particularly important, because the highly uncertain nature of their work need more creativity to respond to the changing environment and the problems and risks in the work; in addition, they are expertise in their field and have the ability to put forword valuable suggestions. Moreover, they have a strong need to achieve self-worth and hope to get other people's recognition and affirmation by suggestions. If not, often make them depressed. Therefore, it is significant to stimulate the knowledge workers'willingness of voice for the organizations.
However, our traditional culture embraces harmony, obedience and loyalty, says silence is golden. Voice is considered as challenges to higher authority and underminings of the group harmony, which bring more personal risks and pressures to voice in china than in the western society.Therefore, exploring how to motivate staff to upgrade the initiative of voice in specific cultural contexts constitute the important topic in our research.
Based on qualitative research and previous theoretical and empirical studies, and drawing lessons from'Stimulus-Cognition-Response'(S-C-R) model in cognitive psychology, we try to open the balckboxs of how the knowledge workers understand and response to the environment. Following the logic line of "empowering leadership\organization politics climate——cognitional motivation——employee voice behavior", this paper presents an in-depth analysis of influence mechanism of the organizational context on the voice behavior. The main contents and conclusions are as follows:
(1) Qualitative research exploring voice influence mechanism of the knowledge workers.
Based on the work experience and depth interview of 31 knowledge workers, we explore the factors which influence the employee behavior in Chinese context, and propose the preliminary theoretical framework through grounding theory. Through qualitative research, we analysis the leader's traits and behavior and the organizational context which influence the employee voice behavior, the cognitive motivation of voice behavior, and so on. We also discuss the individual voice efficacy and strategy to enhance the impact of the voice.
(2) Confirm the effect of the empowering leadership on employee voice behavior of the knowledge workers.
Current research failed to reach a unanimous conclusion of the relationship of leadership style and employee voice behavior, our empirical data provide the evidence of the strong relationship of empowering leadership and the knowledge workers'voice behavior after controlling for demographic factors and proactive personality. The empowering leadership represent the transition of leadership style, emphasizing self-management rather than the external management, believing employees are an important source of wisdom and direction which meet the psychological needs of knowledge workers who have a strong desire for success, hope to obtain recognition of other'through their efforts. Therefore, even in high risk situations in China, the empowering leadership also serve as a stronger predictor of voice behavior of knowledge workers.
(3) The impact of the empowering leadership is partially mediated by the proactive cognitive motivation. Current studies explain the psychological mechanisms of employee voice behavior with possible risks, but lack of initiative Perspective. Our research introduced the concept of proactive cognitive motivation, that if employees feel responsibility for change, say" that's my job", have role breadth efficacy and high control appraisal, may show more personal initiative. Empirical studies have shown that a psychological safety is a necessary condition for voice; in addition, the proactive motivation is more important especially in large power distance context of China.
(4) Cross-level analysis of Organizational political climate on the voice behavior
In the collectivism-oriented culture, the influence of the organizational climate on individual voice behavior is significant. In the research, we introduce the concept of organizational political climate, which make up the deficiencies of focusing on the individual level. However, although in the qualitative exploratory study, interviewees mentioned the significant influence of political climate, it has not been supported by empirical research that the organization political climate moderator the relationship of the empowering leadership and employee behavior. Possible reason is that for knowledge workers, they desire for self-realization, need more approval and recognition, but does not sensitive to external climate. If the leader encourages them to participate and affirm their value, they will show their initiative although the political climate also Restrain their control appraisal and psychological safety. The conclusions highlight the importance of the leadership which will guide the management practices.
The article concludes with a discussion of avenues for future research on employee voice behavior and implications for management practice.
引文
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