依恋回避与新员工工作绩效——导师关系建立和反馈分享的中介作用
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- 英文论文题名：Attachment Avoidance and New Employee's Job Performance——The Mediated Effect of Relationship Building with Mentor and Feedback Sharing
- 论文作者：刘婷 ; 姚翔
- 英文论文作者：LIU Ting ; YAO Xiang ; Department of Psychology ; Peking University
- 年：2015
- 作者机构：北京大学心理学系;
- 论文关键词：依恋回避 ; 导师关系建立 ; 反馈分享 ; 工作绩效
- 英文论文关键词：Attachment avoidance ; Relationship building with mentor ; Feedback sharing ; Job performance
- 会议召开时间：2015-10-16
- 会议录名称：第十八届全国心理学学术会议摘要集——心理学与社会发展
- 英文会议录名称：Proceedings of the 18th National Academic Congress of Psychology
- 语种：中文
- 分类号：B842
- 学会代码：ZGXG
- 会议名称：第十八届全国心理学学术会议
- 会议地点：中国天津
- 主办单位：中国心理学会
- 学会名称：中国心理学会
- 页数：2
- 文件大小：777k
- 原文格式：D
- 会议级别：全国
摘要
在组织环境中,新员工的依恋回避会影响其社会化的过程,继而影响其工作绩效。依恋回避如何影响新员工的工作绩效,以及影响工作绩效的理论机制尚缺乏明确的研究。本研究基于组织社会化理论考察了新员工依恋回避行为对于工作绩效的影响,与导师关系建立的中介作用,以及导师关系建立和反馈分享的共同中介作用。来自三家企业研发部门的284名新员工和他们的主管参与了本次研究,一名新员工对应一名职业导师。数据收集分三次进行,第一次是新员工入职时,报告自己的依恋回避程度;间隔一个月后,新员工报告了与导师关系建立的情况,导师需要报告反馈分享行为;再间隔一个月后,导师报告该新员工的工作绩效。研究采用Preacher和Hayes(2008)编制的中介作用的检验方法来分析中介作用,使用Hayes(2013)提供的SPSS插件的model6来检验双中介模型。结果发现:1)新员工与导师关系的建立部分地中介了新员工的依恋回避行为与员工角色内任务绩效的关系(indirect effect=-.06,p<.05,95%CI=[‐.112,‐.009]);2)关系建立和反馈分享的共同间接效应不包含0(indirect effect=‐.01,95%CI=[‐.022,‐.001])。结论表明:1)新员工的依恋回避行为会抑制其工作绩效;2)新员工与导师关系的建立中介了依恋回避与工作绩效的关系;3)关系建立和反馈分享共同中介了依恋回避和工作绩效的关系。具体表现为,新员工与导师关系建立行为越好,越容易获得导师的信息反馈,新员工的工作绩效越好。研究结果对于理解依恋回避与新员工工作绩效,导师关系建立和反馈分享对新员工工作绩效的作用机制具有较强的理论意义;对于新员工更好地适应组织有一定的实践价值。
In the organizational environment, new employee attachment avoidance will affect its socialization process, which in turn affect their job performance. There is no definite research that how attachment avoidance affects the job performance of the new employee, and what the influence theory is. This study investigated the effects of the new employee attachment avoidance behavior for its job performance based on organizational socialization theory, the mediated effect of relationship building with mentor, and the mediated effect of relationship building with mentor and feedback sharing. 284 new employees and their supervisors in the research and development departments of three companies participated in this study. One new employee corresponds to one professional mentor. Data were collected for three times. The first time is that new employee enter the firm, they need to report their attachment avoidance level. The new employees need to report the relationship building's situation with their mentors after one month, and the mentors need to report the feedback sharing behavior after the second month. The mentors need to report the new employees' job performance after the third month. The current study adopts the mediated role's test method which worked out by Preacher and Hays(2008) to analyze the mediated role, and uses Model 6 which is a SPSS' package provided by Hays(2013) to test double mediated role. The results show that:1) the relationship building between new employ and mentor mediated the relationship between new employee attachment avoidance and employee's role-in performance partly(indirect effect=-.06, p<.05,95%CI = [-.112,-.009]); 2) the relationship building and feedback sharing's common indirect effect didn't include 0(indirect effect=-.01,95%CI = [-.022,-.001]). The conclusion is that:1) the new employees' attachment avoidance behavior may inhibit the job performance; 2) the relationship with mentor is the mediated effect between attachment avoidance and job performance; 3) relationship building with mentor and feedback sharing is the mediated effect between attachment avoidance and job performance. It means the better the new employee and mentor relationship is, the easier to obtain the feedback from a mentor, and the better the job performance of new employee is. The research results have strong theoretical significance in understanding the impacts of attachment avoidance, the relationship building with mentor and feedback sharing in new employees' job performance. The results also have practical value for new employees to better adapt to the organization.
In the organizational environment, new employee attachment avoidance will affect its socialization process, which in turn affect their job performance. There is no definite research that how attachment avoidance affects the job performance of the new employee, and what the influence theory is. This study investigated the effects of the new employee attachment avoidance behavior for its job performance based on organizational socialization theory, the mediated effect of relationship building with mentor, and the mediated effect of relationship building with mentor and feedback sharing. 284 new employees and their supervisors in the research and development departments of three companies participated in this study. One new employee corresponds to one professional mentor. Data were collected for three times. The first time is that new employee enter the firm, they need to report their attachment avoidance level. The new employees need to report the relationship building's situation with their mentors after one month, and the mentors need to report the feedback sharing behavior after the second month. The mentors need to report the new employees' job performance after the third month. The current study adopts the mediated role's test method which worked out by Preacher and Hays(2008) to analyze the mediated role, and uses Model 6 which is a SPSS' package provided by Hays(2013) to test double mediated role. The results show that:1) the relationship building between new employ and mentor mediated the relationship between new employee attachment avoidance and employee's role-in performance partly(indirect effect=-.06, p<.05,95%CI = [-.112,-.009]); 2) the relationship building and feedback sharing's common indirect effect didn't include 0(indirect effect=-.01,95%CI = [-.022,-.001]). The conclusion is that:1) the new employees' attachment avoidance behavior may inhibit the job performance; 2) the relationship with mentor is the mediated effect between attachment avoidance and job performance; 3) relationship building with mentor and feedback sharing is the mediated effect between attachment avoidance and job performance. It means the better the new employee and mentor relationship is, the easier to obtain the feedback from a mentor, and the better the job performance of new employee is. The research results have strong theoretical significance in understanding the impacts of attachment avoidance, the relationship building with mentor and feedback sharing in new employees' job performance. The results also have practical value for new employees to better adapt to the organization.
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