管理者前瞻性行为研究
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摘要
管理者的前瞻性行为是企业应对现实环境变化的必然要求,本文在前期探索性案例分析结论的基础之上,开发管理者前瞻性行为测量量表,量表具有良好的信度和效度。在对管理者前瞻性行为进行初步维度划分,并经过实证研究成果的全面检验发现,管理者前瞻性行为可分为五个维度,分别为主动思考与进取、识别机会与威胁、实施变革创新、关注长期绩效和持续跟踪改进。
通过描述性统计和方差分析发现,管理者的前瞻性行为不会因年龄、教育程度、工作年限、职务类别(正职与副职)、直接下属数量的不同而产生显著差异。男性管理者的前瞻性行为表现远好于女性管理者,民营企业管理者相比其它类型企业,更具有前瞻性行为表现。高层管理者相比中层和基层管理者,更具有前瞻性行为表现。
通过相关分析和回归分析发现,不同层级管理者的前瞻性行为影响因素略有差异,高层管理者前瞻性行为影响因素主要包括主动性人格、成就动机、外部环境、环境熟识度和工作胜任程度,中层管理者前瞻性行为影响因素主要包括主动性人格、成就动机、外部环境、环境熟识度、工作胜任程度和上级支持；基层管理者前瞻性行为影响因素主要包括主动性人格、成就动机、工作胜任程度和上级支持。
管理者前瞻性行为是通过组织变革的手段进而作用组织绩效,组织变革在其中具有桥梁和纽带的作用,不可或缺。而对于管理者前瞻性行为与个人绩效间的关系则不尽相同,管理者的前瞻性行为对个人绩效具有显著正向影响,但组织变革并不构成中介变量。对于高层管理者而言,主动思考与进取和关注长期绩效更能影响个人绩效及其中的任务绩效和周边绩效。对于中层管理者而言,主动思考与进取和实施变革创新更能影响个人绩效及其中的任务绩效和周边绩效。对于基层管理者而言,主动思考与进取更能影响个人绩效及其中的任务绩效和周边绩效。
The managers'proactive behavior is the inevitable requirement for enterprises to cope with the reality. On the basis of exploratory case analysis, the manager proactive behavior measurement scale with good reliability and validity is developed. After the preliminary case study and empirical research, the proactive behavior of managers could be divided into five dimensions, respectively, thinking ahead initiatively, identifying opportunities and threats, implementing transformation and innovation, concerning about the long-term performance and keeping track of improvement.
There are no significant differences with managers' proactive behavior in age, educational background, working experience, position category, subordinates number, through descriptive statistics and variance analysis. The proactive behavior of male managers is much better than female managers. Compared with other types of enterprises managers, private enterprises managers express much more proactive behavior. Executives have more proactive behavior than middle and frontline managers.
By correlation analysis and regression analysis, it is found that the antecedents of proactive behavior of the different levels of managers are slightly different. The antecedents of executives'proactive behavior include proactive personality, achievement motivation, the external environment, the environment familiarity and working competence. The antecedents of middle-level managers'proactive behavior mainly include proactive personality, achievement motivation, the external environment, the environment familiarity, working competence and superior support. The antecedents of frontline managers'proactive behavior mainly include proactive personality, achievement motivation, working competence and superior support.
Organizational change is the mediation between the proactive behavior of managers and organizational performance. The proactive behavior of managers has a significant positive effect on individual performance, but the organizational change is not the mediating variable. For the executives, thinking ahead initiatively and concerning about long-term performance influence individual performance positively, especially in the task performance and contextual performance. For middle-level managers, thinking ahead initiatively, implementing transformation and innovation affect individual performance positively, especially in the task performance and contextual performance. For frontline managers, thinking ahead initiatively affects individual performance positively, especially in the task performance and contextual performance.
通过描述性统计和方差分析发现,管理者的前瞻性行为不会因年龄、教育程度、工作年限、职务类别(正职与副职)、直接下属数量的不同而产生显著差异。男性管理者的前瞻性行为表现远好于女性管理者,民营企业管理者相比其它类型企业,更具有前瞻性行为表现。高层管理者相比中层和基层管理者,更具有前瞻性行为表现。
通过相关分析和回归分析发现,不同层级管理者的前瞻性行为影响因素略有差异,高层管理者前瞻性行为影响因素主要包括主动性人格、成就动机、外部环境、环境熟识度和工作胜任程度,中层管理者前瞻性行为影响因素主要包括主动性人格、成就动机、外部环境、环境熟识度、工作胜任程度和上级支持；基层管理者前瞻性行为影响因素主要包括主动性人格、成就动机、工作胜任程度和上级支持。
管理者前瞻性行为是通过组织变革的手段进而作用组织绩效,组织变革在其中具有桥梁和纽带的作用,不可或缺。而对于管理者前瞻性行为与个人绩效间的关系则不尽相同,管理者的前瞻性行为对个人绩效具有显著正向影响,但组织变革并不构成中介变量。对于高层管理者而言,主动思考与进取和关注长期绩效更能影响个人绩效及其中的任务绩效和周边绩效。对于中层管理者而言,主动思考与进取和实施变革创新更能影响个人绩效及其中的任务绩效和周边绩效。对于基层管理者而言,主动思考与进取更能影响个人绩效及其中的任务绩效和周边绩效。
The managers'proactive behavior is the inevitable requirement for enterprises to cope with the reality. On the basis of exploratory case analysis, the manager proactive behavior measurement scale with good reliability and validity is developed. After the preliminary case study and empirical research, the proactive behavior of managers could be divided into five dimensions, respectively, thinking ahead initiatively, identifying opportunities and threats, implementing transformation and innovation, concerning about the long-term performance and keeping track of improvement.
There are no significant differences with managers' proactive behavior in age, educational background, working experience, position category, subordinates number, through descriptive statistics and variance analysis. The proactive behavior of male managers is much better than female managers. Compared with other types of enterprises managers, private enterprises managers express much more proactive behavior. Executives have more proactive behavior than middle and frontline managers.
By correlation analysis and regression analysis, it is found that the antecedents of proactive behavior of the different levels of managers are slightly different. The antecedents of executives'proactive behavior include proactive personality, achievement motivation, the external environment, the environment familiarity and working competence. The antecedents of middle-level managers'proactive behavior mainly include proactive personality, achievement motivation, the external environment, the environment familiarity, working competence and superior support. The antecedents of frontline managers'proactive behavior mainly include proactive personality, achievement motivation, working competence and superior support.
Organizational change is the mediation between the proactive behavior of managers and organizational performance. The proactive behavior of managers has a significant positive effect on individual performance, but the organizational change is not the mediating variable. For the executives, thinking ahead initiatively and concerning about long-term performance influence individual performance positively, especially in the task performance and contextual performance. For middle-level managers, thinking ahead initiatively, implementing transformation and innovation affect individual performance positively, especially in the task performance and contextual performance. For frontline managers, thinking ahead initiatively affects individual performance positively, especially in the task performance and contextual performance.
引文
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