工作中的时间压力对员工工作幸福感的影响研究——个体特质调节焦点与服务型领导的三重交互作用
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摘要
在工作中,时间压力是难以避免的问题,时间压力对幸福感的影响尚存争议。文章结合特质调节焦点和服务型领导构建了三重交互模型,揭示了时间压力对员工工作幸福感影响的边界条件。通过以393名员工为样本的实证分析表明,当组织内存在服务型领导并且员工属于促进型调节焦点时,时间压力对员工工作幸福感的负向影响最弱,时间压力、特质调节焦点和服务型领导的三重交互作用显著。研究结论不仅拓展了时间压力影响的边界条件,还对未来时间压力领域研究有所启示,并且对于组织日常应对时间压力具有实践意义。
Time pressure is an unavoidable problem in workplace,and its impact on well-being is still controversial.By including trait regulatory focus and servant leadership,this paper develops a three-way interactions model to discusses the boundary conditions of the effect of time pressure on employee work well-being.The empirical analysis,based on the sample of 393 employees,shows that the negative effect of time pressure on work well-being is lowest when the leadership is service-oriented and employees are the promotion regulatory focus in the organization,and the three-way interactions of time pressure,trait regulatory focus and servant leadership are significant.The study conclusions not only expand the boundary conditions of the influence of time pressure and have some enlightenment on future research of time pressure,but also have practical significance for organizations to deal with time pressure.
Time pressure is an unavoidable problem in workplace,and its impact on well-being is still controversial.By including trait regulatory focus and servant leadership,this paper develops a three-way interactions model to discusses the boundary conditions of the effect of time pressure on employee work well-being.The empirical analysis,based on the sample of 393 employees,shows that the negative effect of time pressure on work well-being is lowest when the leadership is service-oriented and employees are the promotion regulatory focus in the organization,and the three-way interactions of time pressure,trait regulatory focus and servant leadership are significant.The study conclusions not only expand the boundary conditions of the influence of time pressure and have some enlightenment on future research of time pressure,but also have practical significance for organizations to deal with time pressure.
引文
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[8]EMMERIK V I J H,JAWAHAR I M. The independent rela-tionships of objective and subjective workload with couples’mood[J]. Human Relations,2006,59(10):1371-1392.
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[12]BROCKNER J,HIGGINS E T. Regulatory Focus Theory:Implications for the Study of Emotions at Work[J]. Organi-zational Behavior&Human Decision Processes,2001,86(1):35-66.
[13]FOLKMAN S,LAZARUS R S,DUNKEL-SCHETTER C,et al. Dynamics of a stressful encounter:cognitive apprais-al,coping,and encounter outcomes[J]. Journal of Personal-ity&Social Psychology,1986,50(5):992-1003.
[14]KüHNEL J,SONNENTAG S,BLEDOW R. Resources andtime pressure as day-level antecedents of work engagement[J]. Journal of Occupational&Organizational Psychology,2012,85(1):181-198.
[15]BROWN K W,RYAN R M. The benefits of being present:mindfulness and its role in psychological well-being[J].Journal of personality and social psychology,2003,84(4):822-848.
[16]PODSAKOFF N P,LEPINE J A,LEPINE M A. Differen-tial challenge stressor-hindrance stressor relationshipswith job attitudes,turnover intentions,turnover,and with-drawal behavior:a meta-analysis[J]. Journal of AppliedPsychology,2007,92(2):438-454.
[17]LAZARUS R S,FOLKMAN S. Transactional theory and re-search on emotions and coping[J]. European Journal ofPersonality,1987,1(3):141-169.
[18]HOBFOLL S E. Conservation of resources. A new attemptat conceptualizing stress[J]. American Psychologist,1989,44(3):513-524.
[19]TIMS M,BAKKER A B,DERKS D. The impact of jobcrafting on job demands,job resources,and well-being[J].Journal of Occupational Health Psychology,2013,18(2):230-240.
[20]CAVANAUGH M A,BOSWELL W R,ROEHLING M V,et al. An empirical examination of self-reported work stressamong U.S. managers[J]. Journal of Applied Psychology,2000,85(1):65-74.
[21]BAER M,OLDHAM G R. The curvilinear relation betweenexperienced creative time pressure and creativity:moderat-ing effects of openness to experience and support for cre-ativity[J]. Journal of Applied Psychology,2006,91(4):963-970.
[22]HUNTER L W,THATCHER S M B. Feeling the Heat:Ef-fects of Stress,Commitment,and Job Experience on JobPerformance[J]. Academy of Management Journal,2007,50(4):953-968.
[23]HIGGINS E T. Beyond pleasure and pain[J]. AmericanPsychologist,1997,52(12):1280-1300.
[24]KARK R,DIJK D V,VASHDI D R. Motivated or Demoti-vated to Be Creative:The Role of Self-Regulatory Focus inTransformational and Transactional Leadership Processes[J]. Applied Psychology,2018,67(1):186-224.
[25]ZHAO X Y,NAMASIVAYAM K. The relationship of chron-ic regulatory focus to work-family conflict and job satisfac-tion[J]. International Journal of Hospitality Management,2012,31(2):458-467.
[26]SACRAMENTO C A,FAY D,WEST M A. Workplace du-ties or opportunities? Challenge stressors,regulatory focus,and creativity[J]. Organizational Behavior&Human Deci-sion Processes,2013,121(2):141-157.
[27]DIJK D V,KLUGER A N. Feedback Sign Effect on Motiva-tion:Is it Moderated by Regulatory Focus?[J]. AppliedPsychology,2004,53(1):113–135.
[28]PETERS L H,O’CONNOR E J,POOYAN A,et al. TheRelationship between Time Pressure and Performance:AField Test of Parkinson’s Law[J]. Journal of OccupationalBehaviour,2010,5(4):293-299.
[29]CROWE E,HIGGINS E T. Regulatory focus and strategicinclinations:Promotion and prevention in decision-making[J]. Organizational Behavior&Human Decision Process-es,1997,69(2):117-132.
[30]WALLACE C,CHEN G. A Multilevel Integration Of Per-sonality,Climate,Self-Regulation,And Performance[J].Personnel Psychology,2006,59(3):529-557.
[31]KRISTOFBROWN A L,ZIMMERMAN R D,JOHNSON EC. Consequences of individual’s fit at work:A meta-analy-sis of person-job,person-organization,person-group,andperson-supervisor fit[J]. Personnel Psychology,2005,58(2):281-342.
[32]BONO J E,FOLDES H J. Workplace emotions:the role ofsupervision and leadership[J]. Journal of Applied Psychol-ogy,2007,92(5):1357-1367.
[33]CHUGHTAI A,BYRNE M,FLOOD B. Linking EthicalLeadership to Employee Well-Being:The Role of Trust inSupervisor[J]. Journal of Business Ethics,2015,128(3):653-663.
[34]LIDEN R C,WAYNE S J,MEUSEr J D,et al. Servant lead-ership:Validation of a short form of the SL-28[J]. Leader-ship Quarterly,2015,26(2):254-269.
[35]CARTER D,BAGHURST T. The Influence of ServantLeadership on Restaurant Employee Engagement[J]. Jour-nal of Business Ethics,2014,124(3):453-464.
[36]LAPOINTE E,VANDENBERGHE C. Examination of theRelationships Between Servant Leadership,Organizational Commitment,and Voice and Antisocial Behaviors[J]. Jour-nal of Business Ethics,2018,148(1):99-115.
[37]PIETERSE A N,VAN KNIPPENBERG D,SCHIPPERS M,et al. Transformational and transactional leadership and in-novative behavior:The moderating role of psychological em-powerment[J]. Journal of Organizational Behavior,2010,31(4):609-623.
[38]KARK R,DIJK D V. Motivation to Lead,Motivation to Fol-low:The Role of the Self-Regulatory Focus in LeadershipProcesses[J]. Academy of Management Review,2007,32(2):500-528.
[39]DEMEROUTI E,BAKKER A B,NACHREINER F,et al.The job demands-resources model of burnout[J]. Journalof Applied Psychology,2001,86(3):499-512.
[40]WALLACE J C,JOHNSON P D,FRAZIER M L. An exami-nation of the factorial,construct,and predictive validityand utility of the regulatory focus at work scale[J]. Journalof Organizational Behavior,2009,30(6):805-831.
[41]LOCKWOOD P,JORDAN C H,KUNDA Z. Motivation bypositive or negative role models:regulatory focus deter-mines who will best inspire us[J]. Journal of Personalityand Social Psychology,2002,83(4):854-864.
[42]ZHENG X,ZHU W,ZHAO H,et al. Employee well-beingin organizations:Theoretical model,scale development,andcross-cultural validation[J]. Journal of Organizational Be-havior,2015,36(5):621–644.
[43]REINHOLT M,FOSS N J. Why a Central Network PositionIsn’t Enough:The Role of Motivation and Ability forKnowledge Sharing in Employee Networks[J]. Academy ofManagement Journal,2011,54(6):1277-1297.
[44]AIKEN L S,WEST S G. Multiple regression:,Testing andinterpreting interactions[J]. Journal of the Operational Re-search Society,1994,45(1):119-120.
[45]DAWSON J F,RICHTER A W. Probing three-way interac-tions in moderated multiple regression:Development andapplication of a slope difference test[J]. Journal of AppliedPsychology,2006,91(4):917-926.
[46]LU F J H,WEIPING L,CHANG Y K,et al. Interaction ofathletes’resilience and coaches’social support on thestress-burnout relationship:a conjunctive moderation per-spective[J]. Psychology of Sport&Exercise,2016,22(22):202-209.
[47]TADIC M,BAKKER A B,OERLEMANS W G M. Chal-lenge versus hindrance job demands and well-being:A dia-ry study on the moderating role of job resources[J]. Jour-nal of Occupational&Organizational Psychology,2015,88(4):702-725.
[48]JOHNSON P D,SMITH M B,WALLACE J C,et al. A re-view of multilevel regulatory focus in organizations[J].Journal of Management,2015,41(5):1501-1529.
[2]RéALE D,GARANT D,HUMPHRIES M M,et al. Personali-ty and the emergence of the pace-of-life syndrome conceptat the population level[J]. Philosophical Transactions Bio-logical Sciences,2010,365:4051-4063.
[3]ROXBURGH S. There just aren’t enough hours in the day:the mental health consequences of time pressure[J]. Jour-nal of Health&Social Behavior,2004,45(2):115-131.
[4]WIDMER P S,SEMMER N K,K?LIN W,et al. The ambiva-lence of challenge stressors:Time pressure associated withboth negative and positive well-being[J]. Journal of Voca-tional Behavior,2012,80(2):422-433.
[5]TIERNEY P,FARMER S M. Creative Self-Efficacy:Its Po-tential Antecedents and Relationship to Creative Perfor-mance[J]. Academy of Management Journal,2002,45(6):1137-1148.
[6]孙健敏,李秀凤,林丛丛.工作幸福感的概念演进与测量[J].中国人力资源开发,2016(13):38-47.
[7]WRIGHT T A,BONETT D G. Job satisfaction and psycho-logical well-being as nonadditive predictors of workplaceturnover[J]. Journal of Management Official Journal of theSouthern Management Association,2007,33(2):141-160.
[8]EMMERIK V I J H,JAWAHAR I M. The independent rela-tionships of objective and subjective workload with couples’mood[J]. Human Relations,2006,59(10):1371-1392.
[9]G?RLING T,KRAUSE K,GAMBLE A,et al. Emotionalwell-being and time pressure[J]. Psych Journal,2014,3(2):132-143.
[10]GARHAMMER M. Pace of Life and Enjoyment of Life[J].Journal of Happiness Studies,2002,3(3):217-256.
[11]RODELL J B,JUDGE T A. Can“Good”Stressors Spark“Bad” Behaviors? The Mediating Role of Emotions inLinks of Challenge and Hindrance Stressors With Citizen-ship and Counterproductive Behaviors[J]. Journal of Ap-plied Psychology,2009,94(6):1438-1451.
[12]BROCKNER J,HIGGINS E T. Regulatory Focus Theory:Implications for the Study of Emotions at Work[J]. Organi-zational Behavior&Human Decision Processes,2001,86(1):35-66.
[13]FOLKMAN S,LAZARUS R S,DUNKEL-SCHETTER C,et al. Dynamics of a stressful encounter:cognitive apprais-al,coping,and encounter outcomes[J]. Journal of Personal-ity&Social Psychology,1986,50(5):992-1003.
[14]KüHNEL J,SONNENTAG S,BLEDOW R. Resources andtime pressure as day-level antecedents of work engagement[J]. Journal of Occupational&Organizational Psychology,2012,85(1):181-198.
[15]BROWN K W,RYAN R M. The benefits of being present:mindfulness and its role in psychological well-being[J].Journal of personality and social psychology,2003,84(4):822-848.
[16]PODSAKOFF N P,LEPINE J A,LEPINE M A. Differen-tial challenge stressor-hindrance stressor relationshipswith job attitudes,turnover intentions,turnover,and with-drawal behavior:a meta-analysis[J]. Journal of AppliedPsychology,2007,92(2):438-454.
[17]LAZARUS R S,FOLKMAN S. Transactional theory and re-search on emotions and coping[J]. European Journal ofPersonality,1987,1(3):141-169.
[18]HOBFOLL S E. Conservation of resources. A new attemptat conceptualizing stress[J]. American Psychologist,1989,44(3):513-524.
[19]TIMS M,BAKKER A B,DERKS D. The impact of jobcrafting on job demands,job resources,and well-being[J].Journal of Occupational Health Psychology,2013,18(2):230-240.
[20]CAVANAUGH M A,BOSWELL W R,ROEHLING M V,et al. An empirical examination of self-reported work stressamong U.S. managers[J]. Journal of Applied Psychology,2000,85(1):65-74.
[21]BAER M,OLDHAM G R. The curvilinear relation betweenexperienced creative time pressure and creativity:moderat-ing effects of openness to experience and support for cre-ativity[J]. Journal of Applied Psychology,2006,91(4):963-970.
[22]HUNTER L W,THATCHER S M B. Feeling the Heat:Ef-fects of Stress,Commitment,and Job Experience on JobPerformance[J]. Academy of Management Journal,2007,50(4):953-968.
[23]HIGGINS E T. Beyond pleasure and pain[J]. AmericanPsychologist,1997,52(12):1280-1300.
[24]KARK R,DIJK D V,VASHDI D R. Motivated or Demoti-vated to Be Creative:The Role of Self-Regulatory Focus inTransformational and Transactional Leadership Processes[J]. Applied Psychology,2018,67(1):186-224.
[25]ZHAO X Y,NAMASIVAYAM K. The relationship of chron-ic regulatory focus to work-family conflict and job satisfac-tion[J]. International Journal of Hospitality Management,2012,31(2):458-467.
[26]SACRAMENTO C A,FAY D,WEST M A. Workplace du-ties or opportunities? Challenge stressors,regulatory focus,and creativity[J]. Organizational Behavior&Human Deci-sion Processes,2013,121(2):141-157.
[27]DIJK D V,KLUGER A N. Feedback Sign Effect on Motiva-tion:Is it Moderated by Regulatory Focus?[J]. AppliedPsychology,2004,53(1):113–135.
[28]PETERS L H,O’CONNOR E J,POOYAN A,et al. TheRelationship between Time Pressure and Performance:AField Test of Parkinson’s Law[J]. Journal of OccupationalBehaviour,2010,5(4):293-299.
[29]CROWE E,HIGGINS E T. Regulatory focus and strategicinclinations:Promotion and prevention in decision-making[J]. Organizational Behavior&Human Decision Process-es,1997,69(2):117-132.
[30]WALLACE C,CHEN G. A Multilevel Integration Of Per-sonality,Climate,Self-Regulation,And Performance[J].Personnel Psychology,2006,59(3):529-557.
[31]KRISTOFBROWN A L,ZIMMERMAN R D,JOHNSON EC. Consequences of individual’s fit at work:A meta-analy-sis of person-job,person-organization,person-group,andperson-supervisor fit[J]. Personnel Psychology,2005,58(2):281-342.
[32]BONO J E,FOLDES H J. Workplace emotions:the role ofsupervision and leadership[J]. Journal of Applied Psychol-ogy,2007,92(5):1357-1367.
[33]CHUGHTAI A,BYRNE M,FLOOD B. Linking EthicalLeadership to Employee Well-Being:The Role of Trust inSupervisor[J]. Journal of Business Ethics,2015,128(3):653-663.
[34]LIDEN R C,WAYNE S J,MEUSEr J D,et al. Servant lead-ership:Validation of a short form of the SL-28[J]. Leader-ship Quarterly,2015,26(2):254-269.
[35]CARTER D,BAGHURST T. The Influence of ServantLeadership on Restaurant Employee Engagement[J]. Jour-nal of Business Ethics,2014,124(3):453-464.
[36]LAPOINTE E,VANDENBERGHE C. Examination of theRelationships Between Servant Leadership,Organizational Commitment,and Voice and Antisocial Behaviors[J]. Jour-nal of Business Ethics,2018,148(1):99-115.
[37]PIETERSE A N,VAN KNIPPENBERG D,SCHIPPERS M,et al. Transformational and transactional leadership and in-novative behavior:The moderating role of psychological em-powerment[J]. Journal of Organizational Behavior,2010,31(4):609-623.
[38]KARK R,DIJK D V. Motivation to Lead,Motivation to Fol-low:The Role of the Self-Regulatory Focus in LeadershipProcesses[J]. Academy of Management Review,2007,32(2):500-528.
[39]DEMEROUTI E,BAKKER A B,NACHREINER F,et al.The job demands-resources model of burnout[J]. Journalof Applied Psychology,2001,86(3):499-512.
[40]WALLACE J C,JOHNSON P D,FRAZIER M L. An exami-nation of the factorial,construct,and predictive validityand utility of the regulatory focus at work scale[J]. Journalof Organizational Behavior,2009,30(6):805-831.
[41]LOCKWOOD P,JORDAN C H,KUNDA Z. Motivation bypositive or negative role models:regulatory focus deter-mines who will best inspire us[J]. Journal of Personalityand Social Psychology,2002,83(4):854-864.
[42]ZHENG X,ZHU W,ZHAO H,et al. Employee well-beingin organizations:Theoretical model,scale development,andcross-cultural validation[J]. Journal of Organizational Be-havior,2015,36(5):621–644.
[43]REINHOLT M,FOSS N J. Why a Central Network PositionIsn’t Enough:The Role of Motivation and Ability forKnowledge Sharing in Employee Networks[J]. Academy ofManagement Journal,2011,54(6):1277-1297.
[44]AIKEN L S,WEST S G. Multiple regression:,Testing andinterpreting interactions[J]. Journal of the Operational Re-search Society,1994,45(1):119-120.
[45]DAWSON J F,RICHTER A W. Probing three-way interac-tions in moderated multiple regression:Development andapplication of a slope difference test[J]. Journal of AppliedPsychology,2006,91(4):917-926.
[46]LU F J H,WEIPING L,CHANG Y K,et al. Interaction ofathletes’resilience and coaches’social support on thestress-burnout relationship:a conjunctive moderation per-spective[J]. Psychology of Sport&Exercise,2016,22(22):202-209.
[47]TADIC M,BAKKER A B,OERLEMANS W G M. Chal-lenge versus hindrance job demands and well-being:A dia-ry study on the moderating role of job resources[J]. Jour-nal of Occupational&Organizational Psychology,2015,88(4):702-725.
[48]JOHNSON P D,SMITH M B,WALLACE J C,et al. A re-view of multilevel regulatory focus in organizations[J].Journal of Management,2015,41(5):1501-1529.