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负向心情能促进预防性建言吗?探讨部属年资、领导部属交换关係的干扰效果、以及建言动机的中介效果

【中文摘要】:建言是员工展现主动参与组织活动的行为,其不仅能及时纠正组织问题、避免潜在危机的发生,甚至能提升组织效率、改善决策品质。因此,探究建言行为的前因变数已成为管理学界的热门研究议题之一。本研究根据 Morrison (2011)提出的建言理论模式,探讨员工负向工作心情与预防性建言行为的适用情境:以员工组织年资及领导部属交换关係为干扰变数,并将建言动机纳入研究,发展一中介式干扰模式。

本研究以 162 位跨产业在职员工为样本,并以经验抽样法进行连续 10 个工作天之问卷调查,共获得1618笔样本。经阶层线性模式分析结果发现:(1) 当员工组织年资高或当领导部属交换关係品质高时,其负向工作心情与预防性建言行为之间皆呈正相关;(2) 领导部属交换关係与员工负向心情的交互作用会透过建言动机的部分中介进而提升预防性建言行为。根据本研究结果,提出管理意涵如下:组织应营造积极建言氛围,而管理者应同时尊重内、外团体成员之意见,以促进员工从事更多建言。此外,处于负向心情的员工亦应持正面态度主动提出建设性想法。
【英文摘要】:Employee voice reflects the extent to which employees actively participate in organizational operations and propose suggestions to correct the organizational problems in a timely manner and find out potential threats. Previous studies have found that employee voice are beneficial for enhancing organizational efficiency and decision quality, hence, investigation the antecedents of employee voice has become one of popular research topics. The present study discussed the boundary condition for negative mood and prohibitive voice behavior based on the voice behavior model proposed by Morrison (2011). Based on such model, employee tenure and leader-member exchange are chosen as moderators and the mediated-moderation model of voice motivation is further developed.

In order to test the proposed mediated moderation model, the present study applied the experience sampling method to collect daily data from actual employees across 10 working days (two weeks). In total, the data is composed of 1618 daily-surveys from 162 employees who worked in different sectors. The results of the hierarchical linear modeling analyses showed that: (1) When employees’ tenure or leader-member exchange is high, employees’ daily negative moods are positively related to prohibitive voice; (2) The interactive effect between leader-member exchange and employees’ daily negative moods on prohibitive voice was partial mediated by employees’ voice motivation.

According to the results, the implications for practice are proposed as follows: (1) organizations should encourage employees to express more voice behaviors, and establish positive voice environment; (2) the managers should show the same respect of opinions from in-or-out group members; (3) employees in negative moods should actively provide the organization or the managers constructive ideas with a positive view.
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  • 来源:中山大学;作者:高女媖
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