授权风险考量与领导授权行为研究
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摘要
随着市场竞争的加剧和组织结构的日益扁平化,授权成为一种能够有效激励员工、提升绩效的管理手段。然而越来越多的授权现象显示,目前授权依然停留在理想化概念阶段。尤其在中国,管理不授权现象比比皆是。因此本研究试图从风险的角度来探讨管理不授权现象,期望给授权困境治理提供一些有用的信息。
论文分为文献、实证和管理对策三部分。文献部分主要是对授权相关理论、概念和研究进行了回顾总结,包括授权研究的发展脉络,授权结构和测量相关研究成果的归纳,授权对员工工作态度、行为和绩效的作用,对组织绩效、组织创新、管理有效性的影响,以及个体特征、工作特征和组织环境等因素对授权的影响。
在文献综述的基础上,展开了授权风险考量问卷的开发工作。从已有理论和研究入手,提出相应的构念假设,并通过深入访谈对该构念假设进行检验,得出结论：管理者在面临授权决策时会从任务绩效、个人权利地位、组织利益等方面来权衡授权风险。接着,从48份开放式问卷中收集到大量有用信息,最终形成一份含有23个项目的初始问卷。在两次实证研究之后,授权风险考量的正式测量量表编制完成,其三维度结构也再次得到验证。
实证研究的第二部分内容是检验授权风险考量对领导授权行为、员工工作态度的影响。通过210对主管-下属配对数据的分析,发现任务绩效和组织利益风险考量能够显著负向预测领导的授权行为。而且,当上级对下属展示较多的授权行为时,员工会认为工作更有意义,拥有更多的工作自主权,产生较高的自我效能感,对工作或组织的影响力较大,从而会拥有较高的主管承诺和工作卷入度。
实证研究的第三部分是从结构论和关系论出发,进一步探讨授权风险考量在授权行为影响因素研究中的各种中介效应和调节效应。通过209名主管和627名下属的配对数据发现,当工作不确定性越高,或组织正式化程度越高,或集权度越大,管理者的授权行为均会减少。而且集权度对领导授权行为的负向影响会显著受到授权风险考量的强化作用。另一方面,权力距离也能够通过任务绩效和组织利益风险考量对领导授权行为产生影响。而任务绩效和组织利益的风险考量对领导授权行为的负向影响也会受到LMX关系的强化,风险较大时LMX关系能够缓解这种负向作用。
管理对策部分整理了以上研究结果对治理授权困境的启示,并总结出治理授权困境的五大步骤：确定授权困境；初步判断授权困境产生的原因；判断是否存在任务绩效风险；判断是否存在权利地位风险；判断是否存在组织利益风险。每个阶段根据不同诊断结果采取不同的治理方法。本研究从人才选拔、组织制度、管理理念等方面提出了一些相应的治理对策。
最后,对本文主要研究结论进行了总结,并指出本研究的局限性以及未来的研究方向。
Along with the market competition intensifying and organizational structure growing flat, delegation is regarded as a useful management tool to motivate employee and improve performance. However, more and more practical phenomenons show us that delegation just has remained at the idealized conceptual stage. Particularly in China, not delegating can be found everywhere. Therefore this study attempts to find reasons why manager don't want to delegate from the perspective of risk. And we hope to provide some useful information to deal with delegation problem.
This paper was divided into three sections that including literature, empirical study and management strategies. Some relevant theories, concepts and studies were reviewed and summarized, including the history of the delegation study, the study about the structure and measurement of delegation. The study about how delegation acted on work attitudes, behavior and performance, as well as organizational performance, organizational innovation, management effectiveness, were also summarized. This part also included the researches about how individual characteristics, job characteristics and organizational environment factors have an impact on delegation.
Based on the literature review, the exploitation working of the delegating risk questionnaire started out. According to the relevant theory and research, a construct hypothesis was put forward and then was confirmed through some in-depth interviews. The results showed us that the manager would weigh the risks on task performance, individual rights and status, as well as organization benefit when delegating. Then some useful information was collected through 48 open ended questionnaires, and an initial questionnaire of 23 items was formed. After two empirical studies, a perfect measurement scale was achieved, and the three dimension structure was verified.
The second part of empirical research was to test the relationship of delegating risk consideration and leader delegating behavior, as well as employee working attitude. Through the 210 pair data of supervisor and subordinate, we found that the risk considerations of task performance and organization benefit could significantly predict the leader's delegating behavior in negative direction. Moreover, when supervisor displayed more delegation behaviors, the subordinate would consider the job was more meaningful, had higher self-efficacy, worked more autonomy, as well as thought he or she had more power to affect the job and organization. Thus these subordinates would have a higher degree of commitment to supervisor and job involvement.
The third part of the empirical research was to explore the mediation effect and the moderation effect of the delegation risk consideration in delegating behavior study, which based on structure theory and relationship theory. Through the paired data from 209 supervisors and 627 subordinates, the results showed us that when the job uncertainty or the organizational formalization was high, or with high centralization, the manager would delegate less. The negative impact centralization on delegation behavior was significantly enhanced by delegation risk consideration. On the other hand, the power distance could also affect the supervisor's delegating behavior through risk consideration on the task performance and organization benefits. The negative effects between the task performance risk consideration, organizational benefit risk consideration and delegation behavior were also enhanced by the LMX relationship. When facing high risk, the LMX relationship could ease these negative impacts.
The part of management strategies sorted out the inspirations that got from the above research results. Five steps were summed up to deal with the delegation plight, including to determine the delegation difficulties, initially to judge the reason, to judge whether exited task performance risk and then rights-status risk, as well as organization benefits risk. Depending on the diagnosis results, at each stage the enterprise could adopt different approaches to solve delegation's difficulty. Finally, some corresponding countermeasures were put forward from the perspective of personnel selection, organizational system and management thought.
Finally, it summarized the main research conclusions, and pointed out the limitations of this study as well as the future research directions.
论文分为文献、实证和管理对策三部分。文献部分主要是对授权相关理论、概念和研究进行了回顾总结,包括授权研究的发展脉络,授权结构和测量相关研究成果的归纳,授权对员工工作态度、行为和绩效的作用,对组织绩效、组织创新、管理有效性的影响,以及个体特征、工作特征和组织环境等因素对授权的影响。
在文献综述的基础上,展开了授权风险考量问卷的开发工作。从已有理论和研究入手,提出相应的构念假设,并通过深入访谈对该构念假设进行检验,得出结论：管理者在面临授权决策时会从任务绩效、个人权利地位、组织利益等方面来权衡授权风险。接着,从48份开放式问卷中收集到大量有用信息,最终形成一份含有23个项目的初始问卷。在两次实证研究之后,授权风险考量的正式测量量表编制完成,其三维度结构也再次得到验证。
实证研究的第二部分内容是检验授权风险考量对领导授权行为、员工工作态度的影响。通过210对主管-下属配对数据的分析,发现任务绩效和组织利益风险考量能够显著负向预测领导的授权行为。而且,当上级对下属展示较多的授权行为时,员工会认为工作更有意义,拥有更多的工作自主权,产生较高的自我效能感,对工作或组织的影响力较大,从而会拥有较高的主管承诺和工作卷入度。
实证研究的第三部分是从结构论和关系论出发,进一步探讨授权风险考量在授权行为影响因素研究中的各种中介效应和调节效应。通过209名主管和627名下属的配对数据发现,当工作不确定性越高,或组织正式化程度越高,或集权度越大,管理者的授权行为均会减少。而且集权度对领导授权行为的负向影响会显著受到授权风险考量的强化作用。另一方面,权力距离也能够通过任务绩效和组织利益风险考量对领导授权行为产生影响。而任务绩效和组织利益的风险考量对领导授权行为的负向影响也会受到LMX关系的强化,风险较大时LMX关系能够缓解这种负向作用。
管理对策部分整理了以上研究结果对治理授权困境的启示,并总结出治理授权困境的五大步骤：确定授权困境；初步判断授权困境产生的原因；判断是否存在任务绩效风险；判断是否存在权利地位风险；判断是否存在组织利益风险。每个阶段根据不同诊断结果采取不同的治理方法。本研究从人才选拔、组织制度、管理理念等方面提出了一些相应的治理对策。
最后,对本文主要研究结论进行了总结,并指出本研究的局限性以及未来的研究方向。
Along with the market competition intensifying and organizational structure growing flat, delegation is regarded as a useful management tool to motivate employee and improve performance. However, more and more practical phenomenons show us that delegation just has remained at the idealized conceptual stage. Particularly in China, not delegating can be found everywhere. Therefore this study attempts to find reasons why manager don't want to delegate from the perspective of risk. And we hope to provide some useful information to deal with delegation problem.
This paper was divided into three sections that including literature, empirical study and management strategies. Some relevant theories, concepts and studies were reviewed and summarized, including the history of the delegation study, the study about the structure and measurement of delegation. The study about how delegation acted on work attitudes, behavior and performance, as well as organizational performance, organizational innovation, management effectiveness, were also summarized. This part also included the researches about how individual characteristics, job characteristics and organizational environment factors have an impact on delegation.
Based on the literature review, the exploitation working of the delegating risk questionnaire started out. According to the relevant theory and research, a construct hypothesis was put forward and then was confirmed through some in-depth interviews. The results showed us that the manager would weigh the risks on task performance, individual rights and status, as well as organization benefit when delegating. Then some useful information was collected through 48 open ended questionnaires, and an initial questionnaire of 23 items was formed. After two empirical studies, a perfect measurement scale was achieved, and the three dimension structure was verified.
The second part of empirical research was to test the relationship of delegating risk consideration and leader delegating behavior, as well as employee working attitude. Through the 210 pair data of supervisor and subordinate, we found that the risk considerations of task performance and organization benefit could significantly predict the leader's delegating behavior in negative direction. Moreover, when supervisor displayed more delegation behaviors, the subordinate would consider the job was more meaningful, had higher self-efficacy, worked more autonomy, as well as thought he or she had more power to affect the job and organization. Thus these subordinates would have a higher degree of commitment to supervisor and job involvement.
The third part of the empirical research was to explore the mediation effect and the moderation effect of the delegation risk consideration in delegating behavior study, which based on structure theory and relationship theory. Through the paired data from 209 supervisors and 627 subordinates, the results showed us that when the job uncertainty or the organizational formalization was high, or with high centralization, the manager would delegate less. The negative impact centralization on delegation behavior was significantly enhanced by delegation risk consideration. On the other hand, the power distance could also affect the supervisor's delegating behavior through risk consideration on the task performance and organization benefits. The negative effects between the task performance risk consideration, organizational benefit risk consideration and delegation behavior were also enhanced by the LMX relationship. When facing high risk, the LMX relationship could ease these negative impacts.
The part of management strategies sorted out the inspirations that got from the above research results. Five steps were summed up to deal with the delegation plight, including to determine the delegation difficulties, initially to judge the reason, to judge whether exited task performance risk and then rights-status risk, as well as organization benefits risk. Depending on the diagnosis results, at each stage the enterprise could adopt different approaches to solve delegation's difficulty. Finally, some corresponding countermeasures were put forward from the perspective of personnel selection, organizational system and management thought.
Finally, it summarized the main research conclusions, and pointed out the limitations of this study as well as the future research directions.
引文
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