下属为何进谏上司:基于主管可信度视角的分析
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摘要
为在激烈的市场竞争中保持适应性和创新性,组织需要激励员工进言献策。较之对同事的谏言,进谏上司能够更直接地影响整个团队或者组织。从被信任者的视角出发,基于资源限制理论和社会交换理论分析了主管可信度对下属进谏上司的影响,注意聚焦、主管情感承诺的中介作用,以及影响力的调节作用。以某电信企业的205对下属-主管配对为样本,研究发现:主管可信度对下属进谏上司有积极影响;下属的注意聚焦和对主管的情感承诺在主管可信度与进谏上司之间起中介作用;下属的影响力对主管可信度与注意聚焦之间的关系有负向调节作用,即下属的影响力越大,主管可信度对注意聚焦的影响就越小。最后,讨论了研究的理论贡献与管理启示,并提出了未来研究方向。
Facing severe economic situation and fierce competition, organizations need to keep improving all business aspects. Employees' voice behaviors, as an important source of innovative ideas, play an important role to achieve innovations and gain core competitiveness for organizations. Voice behavior is defined as one kind of intentional behaviors by employees to deliver constructive opinions and ideas on work-related issues. Voice behavior is a typical kind of voluntary behaviors with risk, as it challenges the status quo and often threatens managers. Based on different targets, voice behavior includes speaking up(supervisor as the target) and speaking out(colleagues as the target). In this study, we focus on speaking up, the upward voice behavior.The existing studies have already shown that voice behavior was affected by various factors, such as individual attitudes, individual characteristics and leadership styles. However, few scholars explored the relationship between trust and voice behavior, especially from the perspective of supervisory trustworthiness. Based on the resource constraint theory and social exchange theory, we put forward that supervisory trustworthiness has a positive influence on speaking up. The ability to focus and affective commitment play as mediators, whereas impact play as a moderator in the first stage of the mediation model.Data were collected in a communication company from China by questionnaires. The sample included 205 supervisor-subordinate pairs. Hierarchal regression analysis was adopted to examine the link between supervisory trustworthiness and speaking up by focusing on the mediating roles of ability to focus as well as supervisory affective commitment, and the moderating role of impact.The results showed that supervisory trustworthiness was positively related to speaking up, and that relationship was partially mediated by the ability to focus and supervisory affective commitment. We also found that impact negatively moderated the relationship between supervisory trustworthiness and ability to focus, and for those with low impact, supervisory trustworthiness had a stronger effect on the ability to focus.These findings indicate that supervisory trustworthiness can effectively stimulate subordinates' speaking up. Besides, this study also reveals the mediation mechanism and boundary condition of supervisory trustworthiness. These findings offered several important theoretical contributions to both interpersonal trust and employee voice behavior literature. For practical implication, to stimulate employee speaking up, organizations should pay more attention to enhance managers' trustworthiness, and promote employees' ability to focus and supervisory affective commitment. For future studies, the longitudinal or experimental study should be adopted to explore the causal relationship between supervisory trustworthiness and speaking up. Meanwhile, researchers can analyze the relationship between peer trustworthiness and speaking out.
Facing severe economic situation and fierce competition, organizations need to keep improving all business aspects. Employees' voice behaviors, as an important source of innovative ideas, play an important role to achieve innovations and gain core competitiveness for organizations. Voice behavior is defined as one kind of intentional behaviors by employees to deliver constructive opinions and ideas on work-related issues. Voice behavior is a typical kind of voluntary behaviors with risk, as it challenges the status quo and often threatens managers. Based on different targets, voice behavior includes speaking up(supervisor as the target) and speaking out(colleagues as the target). In this study, we focus on speaking up, the upward voice behavior.The existing studies have already shown that voice behavior was affected by various factors, such as individual attitudes, individual characteristics and leadership styles. However, few scholars explored the relationship between trust and voice behavior, especially from the perspective of supervisory trustworthiness. Based on the resource constraint theory and social exchange theory, we put forward that supervisory trustworthiness has a positive influence on speaking up. The ability to focus and affective commitment play as mediators, whereas impact play as a moderator in the first stage of the mediation model.Data were collected in a communication company from China by questionnaires. The sample included 205 supervisor-subordinate pairs. Hierarchal regression analysis was adopted to examine the link between supervisory trustworthiness and speaking up by focusing on the mediating roles of ability to focus as well as supervisory affective commitment, and the moderating role of impact.The results showed that supervisory trustworthiness was positively related to speaking up, and that relationship was partially mediated by the ability to focus and supervisory affective commitment. We also found that impact negatively moderated the relationship between supervisory trustworthiness and ability to focus, and for those with low impact, supervisory trustworthiness had a stronger effect on the ability to focus.These findings indicate that supervisory trustworthiness can effectively stimulate subordinates' speaking up. Besides, this study also reveals the mediation mechanism and boundary condition of supervisory trustworthiness. These findings offered several important theoretical contributions to both interpersonal trust and employee voice behavior literature. For practical implication, to stimulate employee speaking up, organizations should pay more attention to enhance managers' trustworthiness, and promote employees' ability to focus and supervisory affective commitment. For future studies, the longitudinal or experimental study should be adopted to explore the causal relationship between supervisory trustworthiness and speaking up. Meanwhile, researchers can analyze the relationship between peer trustworthiness and speaking out.
引文
[1]Lin SH,Johnson RE.A suggestion to improve a day keeps your depletion away:Examining promotive and prohibitive voice behaviors within a regulatory focus and ego depletion framework[J].Journal of Applied Psychology,2015,100(5):1381-1397.
[2]Li Y,Sun JM.Traditional Chinese leadership and employee voice behavior:A cross-level examination[J].Leadership Quarterly,2015,26(2):172-189.
[3]Liang J,Farh CIC,Farh JL.Psychological antecedents of promotive and prohibitive voice:A two-wave examination[J].Academy of Management Journal,2012,55(1):71-92.
[4]Van Dyne L,Ang S,Botero IC.Conceptualizing employee silence and employee voice as multidimensional constructs[J].Journal of Management Studies,2003,40(6):1359-1392.
[5]Liu W,Zhu RH,Yang YK.I warn you because I like you:Voice behavior,employee identifications,and transformational leadership[J].Leadership Quarterly,2010,21(1):189-202.
[6]Detert JR,Burris ER,Harrison DA,et al.Voice flows to and around leaders:Understanding when units are helped or hurt by employee voice[J].Administrative Science Quarterly,2013,58(4):624-668.
[7]周浩,龙立荣.变革型领导对下属进谏行为的影响:组织心理所有权与传统性的作用[J].心理学报,2012,44(3):388-399.
[8]Detert JR,Burris ER.Leadership behavior and employee voice:Is the door really open[J]?Academy of Management Journal,2007,50(4):869-884.
[9]李锐,凌文辁,方俐洛.上司支持感知对下属建言行为的影响及其作用机制[J].中国软科学,2010,(4):106-115.
[10]Conchie SM,Taylor PJ,Danald IJ.Promoting safety voice with safety-specific transformational leadership:The mediating role of two dimensions of trust[J].Journal of Occupational Health Psychology,2012,17(1):105-115.
[11]Premeaux SF,Bedeian AG.Breaking the silence:The moderating effects of self-monitoring in predicting speaking up in the workplace[J].Journal of Management Studies,2003,40(6):1537-1562.
[12]段锦云,田晓明.组织内信任对员工建言行为的影响研究[J].心理科学,2011,34(6):1458-1462.
[13]Gao LP,Janssen O,Shi K.Leader trust and employee voice:Leader trust and employee voice:The moderating role of empowering leader behaviors[J].Leadership Quarterly,2011,22(4):787-798.
[14]Mayer RC,Davis JH.The effect of the performance appraisal system on trust for management:A field quasi-experiment[J].Journal of Applied Psychology,1999,84(1):123-136.
[15]Mayer RC,Davis JH,Schoorman FD.An integration model of organizational trust[J].Academy of Management Review,1995,20(3):709-734.
[16]Burris ER,Detert JR,Romney AC.Speaking up vs.being heard:The dimensions of disagreement around and outcomes of employee voice[J].Organization Science,2013,24(1):22-38.
[17]Kahneman D.Attention and Effort[M].Englewood Cliffs,NJ:Prentice Hall,1973.
[18]Mayer CR,Gavin MB.Trust in management and performance:Who minds the shop while the employees watch the boss[J]?Academy of Management Journal,2005,48(5):874-888.
[19]Kanfer R,Ackerman PL,Murtha TC,et al.Goal setting,conditions of practice,and task performance:A resource allocation perspective[J].Journal of Applied Psychology,1994,79(6):826-835.
[20]韦慧民,龙立荣.主管认知和情感信任对员工行为及绩效的影响[J].心理学报,2009,41(1):86-94.
[21]Allen NJ,Meyer JP.The measurement and antecedents of affective,continuance and normative commitment to the organization[J].Journal of Occupational Psychology,1990,63(1):1-18.
[22]Liden RC,Wayne SJ,Kraimer ML,et al.The dual commitments of contingent workers:An examination of contingents'commitment to the agency and the organization[J].Journal of Organizational Behavior,2003,24(5):609-625.
[23]Blau PM.Exchange and Power in Social Life[M].New York:Wiley,1964.
[24]Deckop JR,Cirke CC,Andersson LM.Doing unto others:The reciprocity of helping behavior in organizations[J].Journal of Business Ethics,2003,47(2):101-113.
[25]Spreitzer GM.Psychological empowerment in the workplace:Dimensions,measurement,and validation[J].Academy of Management Journal,1995,38(5):1442-1465.
[26]Bogler R,Somech A.Influence of teacher empowerment on teachers’organizational commitment,professional commitment and organizational citizenship behavior in schools[J].Teaching and Teacher Education,2004,20(3):277-289.
[27]Dennis RS,Mihai B.Development of the servant leadership assessment instrument[J].Leadership&Organization Development Journal,2005,26(8):600-615.
[28][28]Thomas KW,Velthouse BA.Cognitive elements of empowerment:An“interpretative”model of intrinsic task motivation[J].Academy of Management Review,1990,15(4):666-681.
[29]Podsakoff PM,MacKenzie SB,Lee JY,et al.Common method biases in behavioral research:A critical review of the literature and recommended remedies[J].Journal of Applied Psychology,2003,88(5):879-903.
[30]Baron RM,Kenny DA.The moderator-mediator variable distinction in social psychological research:Conceptual,strategic,and statistical considerations[J].Journal of Personality and Social Psychology,1986,51(6):1173-1182.
[31]Muller D,Judd CM,Yzerbyt VY.When moderation is mediated and mediation is moderated[J].Journal of Personality and Social Psychology,2005,89(6):852-863.
[2]Li Y,Sun JM.Traditional Chinese leadership and employee voice behavior:A cross-level examination[J].Leadership Quarterly,2015,26(2):172-189.
[3]Liang J,Farh CIC,Farh JL.Psychological antecedents of promotive and prohibitive voice:A two-wave examination[J].Academy of Management Journal,2012,55(1):71-92.
[4]Van Dyne L,Ang S,Botero IC.Conceptualizing employee silence and employee voice as multidimensional constructs[J].Journal of Management Studies,2003,40(6):1359-1392.
[5]Liu W,Zhu RH,Yang YK.I warn you because I like you:Voice behavior,employee identifications,and transformational leadership[J].Leadership Quarterly,2010,21(1):189-202.
[6]Detert JR,Burris ER,Harrison DA,et al.Voice flows to and around leaders:Understanding when units are helped or hurt by employee voice[J].Administrative Science Quarterly,2013,58(4):624-668.
[7]周浩,龙立荣.变革型领导对下属进谏行为的影响:组织心理所有权与传统性的作用[J].心理学报,2012,44(3):388-399.
[8]Detert JR,Burris ER.Leadership behavior and employee voice:Is the door really open[J]?Academy of Management Journal,2007,50(4):869-884.
[9]李锐,凌文辁,方俐洛.上司支持感知对下属建言行为的影响及其作用机制[J].中国软科学,2010,(4):106-115.
[10]Conchie SM,Taylor PJ,Danald IJ.Promoting safety voice with safety-specific transformational leadership:The mediating role of two dimensions of trust[J].Journal of Occupational Health Psychology,2012,17(1):105-115.
[11]Premeaux SF,Bedeian AG.Breaking the silence:The moderating effects of self-monitoring in predicting speaking up in the workplace[J].Journal of Management Studies,2003,40(6):1537-1562.
[12]段锦云,田晓明.组织内信任对员工建言行为的影响研究[J].心理科学,2011,34(6):1458-1462.
[13]Gao LP,Janssen O,Shi K.Leader trust and employee voice:Leader trust and employee voice:The moderating role of empowering leader behaviors[J].Leadership Quarterly,2011,22(4):787-798.
[14]Mayer RC,Davis JH.The effect of the performance appraisal system on trust for management:A field quasi-experiment[J].Journal of Applied Psychology,1999,84(1):123-136.
[15]Mayer RC,Davis JH,Schoorman FD.An integration model of organizational trust[J].Academy of Management Review,1995,20(3):709-734.
[16]Burris ER,Detert JR,Romney AC.Speaking up vs.being heard:The dimensions of disagreement around and outcomes of employee voice[J].Organization Science,2013,24(1):22-38.
[17]Kahneman D.Attention and Effort[M].Englewood Cliffs,NJ:Prentice Hall,1973.
[18]Mayer CR,Gavin MB.Trust in management and performance:Who minds the shop while the employees watch the boss[J]?Academy of Management Journal,2005,48(5):874-888.
[19]Kanfer R,Ackerman PL,Murtha TC,et al.Goal setting,conditions of practice,and task performance:A resource allocation perspective[J].Journal of Applied Psychology,1994,79(6):826-835.
[20]韦慧民,龙立荣.主管认知和情感信任对员工行为及绩效的影响[J].心理学报,2009,41(1):86-94.
[21]Allen NJ,Meyer JP.The measurement and antecedents of affective,continuance and normative commitment to the organization[J].Journal of Occupational Psychology,1990,63(1):1-18.
[22]Liden RC,Wayne SJ,Kraimer ML,et al.The dual commitments of contingent workers:An examination of contingents'commitment to the agency and the organization[J].Journal of Organizational Behavior,2003,24(5):609-625.
[23]Blau PM.Exchange and Power in Social Life[M].New York:Wiley,1964.
[24]Deckop JR,Cirke CC,Andersson LM.Doing unto others:The reciprocity of helping behavior in organizations[J].Journal of Business Ethics,2003,47(2):101-113.
[25]Spreitzer GM.Psychological empowerment in the workplace:Dimensions,measurement,and validation[J].Academy of Management Journal,1995,38(5):1442-1465.
[26]Bogler R,Somech A.Influence of teacher empowerment on teachers’organizational commitment,professional commitment and organizational citizenship behavior in schools[J].Teaching and Teacher Education,2004,20(3):277-289.
[27]Dennis RS,Mihai B.Development of the servant leadership assessment instrument[J].Leadership&Organization Development Journal,2005,26(8):600-615.
[28][28]Thomas KW,Velthouse BA.Cognitive elements of empowerment:An“interpretative”model of intrinsic task motivation[J].Academy of Management Review,1990,15(4):666-681.
[29]Podsakoff PM,MacKenzie SB,Lee JY,et al.Common method biases in behavioral research:A critical review of the literature and recommended remedies[J].Journal of Applied Psychology,2003,88(5):879-903.
[30]Baron RM,Kenny DA.The moderator-mediator variable distinction in social psychological research:Conceptual,strategic,and statistical considerations[J].Journal of Personality and Social Psychology,1986,51(6):1173-1182.
[31]Muller D,Judd CM,Yzerbyt VY.When moderation is mediated and mediation is moderated[J].Journal of Personality and Social Psychology,2005,89(6):852-863.
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