时间压力对个体工作结果的作用效果：基于元分析的证据

虽然时间压力在工作场所中非常普遍且很重要,但尚未有研究提供关于时间压力如何影响员工绩效和行为结果的全面解释。本研究通过文献检索、筛选和编码,对78项研究的82个独立样本(总样本N=25056)进行了元分析。研究结果显示,时间压力与个体工作绩效、亲社会行为和主动行为呈现出显著的正相关关系,但与创新绩效的正相关关系并不显著。进一步地,本研究检验了文化差异、团队相依性和评价来源的调节效应。首先,在高权力距离、集体主义和长期导向背景下,时间压力与个体亲社会行为呈现出显著的正相关关系,而在低权力距离、个人主义和短期导向背景下,时间压力与个体主动行为呈现出显著的正相关关系;其次,相对于低团队相依性而言,在高团队相依性情境中,时间压力与个体工作绩效、创新绩效以及亲社会行为之间呈现出更为积极的相关关系;最后,相对于他评的数据而言,时间压力与自评的工作绩效和员工行为之间呈现出更为积极的相关关系。本元分析为时间压力对个体工作结果的影响效果提供了综合而可靠的结论,也为未来研究提供了一定的理论借鉴和实践参考。     

知识型员工工作压力与工作满意感状况及其关系研究

工作压力与工作满意感是影响工作行为绩效的重要心理因素。本研究探讨分析了知识型员工的工作压力与满意感状况及其两者之间的关系。研究结果表明 :①在工作压力构成中 ,知识型员工内源性工作压力较高 ,外源性工作压力较低 ;②知识型员工具有较高的工作满意感 ;③知识型员工的工作内源压力与工作满意感之间具有显著的正相关关系 ;④知识型员工的工作外源压力与工作满意感之间具有显著的负相关关系     

家庭支持型主管行为对员工的影响与作用机制：基于元分析的证据

为厘清家庭支持型主管行为对员工的独特影响,并比较不同的作用机制,本研究对包含204个独立样本、340个效应值及91145名员工的164篇文献进行了元分析,结果发现：(1)与一般主管支持行为相比,家庭支持型主管行为对员工的任务绩效、创新行为和生活满意度有更强的积极影响。(2)工作对家庭冲突(资源视角)、领导-成员交换(交换视角)和情感承诺(情感视角)均能解释家庭支持型主管行为对员工的作用机制,并互为补充。具体而言,三者均能中介家庭支持型主管行为对任务绩效的影响;领导-成员交换和情感承诺在家庭支持型主管行为与创新行为间起中介作用;工作对家庭冲突和领导-成员交换则在家庭支持型主管行为影响生活满意度中发挥中介效应。研究结果为家庭支持型主管行为的影响效果提供了可靠结论,也有助于深入理解其作用机制。     

二元工作压力与员工创新关系的元分析

基于141篇文献的149项独立研究, 研究样本总人数达46261人的数据, 对挑战性-阻碍性二元压力及其亚组与员工创新的关系进行了元分析, 并检验了文化差异(权力距离、长-短期导向、个人-集体主义)、数据来源以及数据收集时间点的调节作用。结果表明: (1)挑战性压力及其亚组工作复杂性、任务冲突对员工创新存在显著正向影响, 阻碍性压力对员工创新存在显著负向影响。(2)文化差异性(个人-集体主义)对挑战性压力与员工创新的关系有调节作用, 文化差异性(权力距离高低、长-短期导向、个人-集体主义)对阻碍性压力与员工创新的关系有调节作用。(3)数据来源对二元工作压力与员工创新的关系有调节作用, 当员工创新数据来自自我评价时, 挑战性压力、阻碍性压力与员工创新关系的强度更强。(4)数据收集时间点仅对挑战性压力与员工创新的关系有调节作用, 横截面研究设计下, 挑战性压力与员工创新的关系更强。     

情绪智力与工作相关变量关系的元分析：以中国样本为例

以中国样本为例,运用元分析方法对个体和团队层面情绪智力与工作相关变量的关系进行了探讨。来源于46项研究的59个独立样本满足了元分析标准(N=11578)。元分析结果发现,个体情绪智力与领导行为有高度正相关,与任务绩效、背景绩效、自我效能感有中高度正相关,与工作满意、组织承诺、创新行为有中低度正相关,与工作倦怠有中高度负相关,与工作压力有中低度负相关,与员工离职和凝聚力的相关不显著。团队情绪智力与团队绩效高度正相关。结果表明,情绪智力是工作场所有价值的变量,它对有效的工作变量有不同程度的预测性。     

员工跨界行为的作用机制：网络中心性和集体主义的作用

员工跨界行为正在成为团队领域的热点课题, 但目前为止尚缺乏在中国情境下关于员工跨界行为作用机制的系统研究。本研究通过对来自61个团队的领导及其292名员工的两波纵向数据进行跨层分析, 将文化和社会网络理论整合入跨界行为领域, 在控制了个体层次的员工年龄、教育程度、性别、本团队工作时间和个人的集体主义导向, 以及团队层次的团队规模后, 发现员工跨界行为有助于提升其团队内部网络中心性的地位, 并进而促进其任务绩效, 团队集体主义氛围在员工跨界行为和网络中心性的关系中到显著的调节作用。     

组织支持对工作压力的中介效应研究——基于知识型员工样本的实证分析

采用中介变量分析的一般范式,以知识型员工为研究样本,实证检验了组织支持在工作压力源与压力反应之间的中介效应。研究表明:组织支持在良性压力源(如任务要求、能力要求)与积极压力反应(如组织承诺、工作满意度、工作参与感)之间发挥显著的中介作用;在负性压力源(如人际冲突、组织结构问题、时间冲突)与积极和消极压力反应(如消极工作情绪)之间都发挥显著的缓冲作用。管理者在知识型员工压力管理过程中,应高度重视组织支持的中介缓冲作用。     

跨界行为对创造力影响的跨层次双刃剑效应

本文从资源的视角,在团队和个体两个层面探究了跨界行为分别对团队创造力和个体创造力的影响以及中介机制和边界条件。采用多阶段-多来源的方式收集数据。研究结果表明在团队层面上,团队跨界行为会提高团队创造力, 但在个体层面上,员工跨界行为通过增加员工的角色压力对个体创造力产生不利影响。角色宽度自我效能感调节了上述关系,相比于角色宽度自我效能感较高的员工,角色宽度自我效能感较低的员工实施了跨界行为后更容易产生角色压力, 对个体创造力的负向影响更强。     

资质过剩感对个体绩效的作用效果及机制：基于情绪-认知加工系统与文化情境的元分析

近年来, 资质过剩作为一种特殊的个人-环境不匹配现象, 引发了较多学者的关注, 但相关研究结论尚有争议。对包含383项独立研究、945个效应值及575061个研究样本的321篇文献开展元分析：(1)直接效应检验表明, 资质过剩感与消极情绪(愤怒、无聊)显著正相关, 与积极自我概念(自尊、自我效能感)的相关性不显著; 在个体绩效方面, 资质过剩感与消极角色外行为(反生产行为、离职)显著正相关, 与积极角色外行为(创新、组织公民行为等)和任务绩效的相关性不显著。(2) 结构方程模型元分析表明, 资质过剩感能够通过增强消极情绪, 进而增加消极角色外行为、减少积极角色外行为和任务绩效; 能够通过增强积极自我概念, 进而增加积极角色外行为和任务绩效、减少消极角色外行为; (3)集体主义文化倾向在资质过剩感通过情绪-认知加工系统影响个体绩效的过程中发挥调节作用, 在高集体主义文化情境中, 资质过剩感对消极情绪的负向影响较弱, 且能对积极自我概念产生正向影响; 在低集体主义文化情境中, 资质过剩感对消极情绪的负向影响较强, 且能对积极自我概念产生负向影响。(4)资质过剩感与个人-工作匹配相关性较强, 与个人-组织匹配相关性较弱; 与二者相比, 资质过剩感对压力感、离职的预测效果最强。研究结果有助于理解资质过剩感对个体绩效的复杂作用机制和边界条件, 并为组织如何管理资质过剩员工提供参考。     

领导授权赋能与领导有效性的关系：基于元分析的检验

基于183项实证研究, 采用元分析法综合考察了领导授权赋能与领导有效性的关系, 包括个体工作态度与绩效(145个样本, 50509名员工)、团队绩效(47个样本, 4856个团队)和组织绩效(9个样本, 1090家企业)。结果表明：领导授权赋能与工作满意度、组织承诺和主观幸福感显著正相关, 与离职倾向、倦怠&压力显著负相关, 与个体(团队)绩效及其各维度显著正相关, 与反生产行为显著负相关, 但与组织绩效的正向关系不显著。其中, 主观幸福感、团队绩效、团队任务绩效的样本文献可能存在出版偏倚, 其元分析结果很可能被高估。在东西方差异上, 领导授权赋能与个体(团队)绩效、个体(团队)任务绩效的相关性均属东亚样本更强、欧美样本更弱, 而与个体(团队)创新绩效、个体(团队)关系绩效之间无显著差异。然而, 团队创新绩效的欧美样本和团队关系绩效的东亚样本仅1份, 故其东西方比较结果可能存在不稳定及不可靠性。此外, 领导授权赋能的量表、数据类型显著调节了领导授权赋能与个体绩效的关系, 行业类型的调节效应不显著。研究结果为领导授权赋能与领导有效性的研究给出了新的阶段性定论。     

纵向数据的调节效应分析

目前调节效应检验主要是基于截面数据, 本文讨论纵向(追踪)数据的调节效应分析。如果自变量X和因变量Y有纵向数据, 调节效应可分为三类：调节变量Z不随时间变化、Z随时间变化、调节变量从自变量或因变量中产生。评介了基于多层模型、多层结构方程模型、交叉滞后模型和潜变量增长模型的纵向数据的多种调节效应分析方法。调节效应的分解和潜调节结构方程法的使用是纵向数据的调节效应分析的两大特点。对基于四类模型的调节效应分析方法进行综合比较后, 总结出一个纵向数据的调节效应分析流程。随后用实际例子演示如何进行纵向数据的调节效应分析, 并给出相应的Mplus程序。随后展望了纵向数据的调节效应分析的拓展方向, 例如基于动态结构方程模型的密集追踪数据的调节效应分析。     

CEO变革型领导行为对中层管理者工作绩效和工作满意度的影响：组织支持知觉和价值观的作用

本文以社会交换的理论和价值观领导理论为基础,探讨了CEO变革型领导行为及其价值观对中层管理者工作绩效和工作满意度的跨层次影响以及影响的中介作用机制。研究结果表明,CEO变革型领导行为有助于提升中层管理者的工作绩效和工作满意度,而组织支持知觉则在其中起着部分中介的作用。同时,CEO价值观对CEO变革型领导行为与组织支持知觉之间的关系具有调节的作用。本文的研究成果有利于进一步完善变革型领导理论,对企业实践也有一定的启示意义。     

高承诺组织与员工建言:双过程模型检验

以来自36个组织的223名员工为被试,通过上级、同事和员工自评三方配对的问卷数据,研究探讨了高承诺组织与员工建言行为之间的关系。采用多层结构方程模型等方法进行数据分析,结果发现:(1)高承诺组织对员工建言行为(包括上行建言和平行建言)有显著的促进作用;(2)员工知觉到组织内的职业机会在高承诺组织和上行建言之间起部分中介作用;工作满意度在高承诺组织和平行建言之间起部分中介作用;(3)工作绩效在知觉到职业机会和上行建言之间起正向调节作用;人际关系在工作满意度和平行建言之间起正向调节作用;(4)不光如此,工作绩效还调节着"高承诺组织-知觉职业机会-上行建言"这一中介路径;人际关系还调节着"高承诺组织-工作满意感-平行建言"这一中介路径。文章最后对所得结果、理论和实践意义及未来研究做了讨论。     

Technology and the structuring of jobs: Employee satisfaction,performance, and influence

This research investigated the relationships between technology, interdependence, job characteristics, and employee satisfaction, performance, and influence. Technology was operationalized at the individual level of analysis to include the dimensions of input uncertainty, conversion uncertainty, and output uncertainty. Pooled, sequential, and reciprocal interdependence was assessed. The results indicated that input and conversion uncertainty and interdependence were strongly related to such job characteristics as autonomy, skill variety, task identity, task significance, and task feedback. While the job characteristics related positively to employee satisfaction, input and conversion uncertainty related negatively to satisfaction, thus creating a mutual suppression effect. Although the uncertainty dimensions did not relate significantly to performance, there is some evidence that this negative relationship was being suppressed by the positive relationship between job characteristics and performance. Both the job characteristics and the technology dimensions related positively to influence. Results were discussed in terms of appropriate matches between technology and job characteristics.     

“近朱者赤”：同事主动行为如何激发员工动机和绩效

以往有关主动性的研究通常聚焦员工本身, 忽略了团队或组织中同事会对员工行为产生影响这一重要管理实践和理论视角。为此, 本研究以社会学习理论为基础, 探讨了同事主动行为对员工自主动机和工作绩效的影响, 以及员工主动性人格的调节作用。通过多时点、上下级匹配问卷(研究1)及情景实验(研究2)两项研究, 本文发现, 同事主动行为可以激发员工的自主动机, 进而提升工作绩效; 并且, 员工主动性人格强化了同事主动行为对员工自主动机的正向作用。本研究不仅从理论上将现有关于主动行为的研究视角迁移到同事, 也为如何更好地激励员工提供了实践指导。     

Consequences of job insecurity and the moderator role of occupational group

In recent decades, transformations in organizations and the labour market have produced an increase in employee job insecurity. In response to this situation, workers present different negative reactions. However, the intensity of these reactions varies across studies that have investigated the outcomes of job insecurity. One possible explanation for this inconsistency may lie in the influence of other factors, such as the occupational group (Sverke et al., 2002). The aim of this study is to provide additional evidence about the relationship between job insecurity and its outcomes (i.e., life satisfaction, job satisfaction, perceived performance and organizational commitment), and examine the moderator role of occupational group in this relationship. The sample was composed of 321 employees from different Spanish organizations. The results showed that job insecurity was directly and negatively related to life satisfaction, job satisfaction and organizational commitment, and they suggest that occupational group moderated relations between job insecurity and three studied outcomes. In the case of life satisfaction and perceived performance, this relationship was stronger among blue collar workers. The relationship between job insecurity and job satisfaction was stronger in white collar workers. The implications and limitations of this study are discussed.     

Do sales and service compete? The impact of multiple psychological climates on frontline employee performance

This research examines how employees’ climate perceptions – or psychological climate – influence their performance of climate-related outcomes. We focus on two specific climates arguably most relevant to boundary-spanning organizations: service and sales climates. Building from the resource-allocation framework, the authors examine the way employees reconcile these multiple psychological climates. Polynomial regression and response surface modeling are used to test for the influence of these distinct climates on employee outcomes using a sample of 252 marketing employees and their 68 immediate supervisors. Specifically, the authors examine relationships between service and sales climates and the employee performance outcomes of customer satisfaction, helping behavior, effort, and sales performance. Results provide insight into the benefits and pitfalls of sales and service climates co-existing. Specifically we find that while sales effort is highest in climates that heavily favor sales, sales performance may exist in both sales-favored and service-favored climates (yet not in the presence of both). From a customer satisfaction perspective we find no significant impact of increasing sales climate in the presence of high service perceptions. These findings – both significant and non-significant – provide implications for future research in the realm of service-sales ambidexterity and interface as well as insight and direction for frontline managers.     

Leader responsiveness, equity sensitivity, and employee attitudes and behavior

This study investigated the relationships between leader responsiveness to employee requests and employee attitudes and behaviors in a sample of managers and their subordinates. Additionally, the study investigated the moderating effect of an individual difference variable (equity sensitivity), on the relationships between leader responsiveness and employee attitudes and behaviors. Leader responsiveness related significantly with job satisfaction, organizational commitment, and organizational citizenship behavior. Furthermore, equity sensitivity moderated the relationships between leader responsiveness and job satisfaction. Entitleds reported lower job satisfaction when manager fulfillment of employee requests was low than did Benevolents, whereas differences were minimal when manager request fulfillment was high. Implications of the findings were discussed.     

Test of a service profit chain model in the retail banking sector

Research has shown that organizational subunits where employee perceptions are favourable enjoy superior business performance. The service profit chain model of business performance ( Heskett, Sasser, & Schlesinger, 1997 ) has identified customer satisfaction as a critical intervening variable in this relationship. This paper examines the relationships between organizational climate, employee attitudes, customer satisfaction, and sales performance in the retail‐banking sector. The role of customer satisfaction as a mediator between employee attitudes and sales performance is examined in a large sample of bank branches, spanning multiple organizations. Mediation effects are found, which border on significance when the sample size is large, but the effects seem to be too small to be of practical importance. It is argued that alternative formulations of the service profit chain model may provide more powerful explanations of the link between employee attitudes and business performance.     

Combined Effects of Positive and Negative Affectivity and Job Satisfaction on Job Performance and Turnover Intentions

Capturing data from employee–supervisor dyads (N = 321) from eight organizations in Pakistan, including human service organizations, an electronics assembly plant, a packaging material manufacturing company, and a small food processing plant, we used moderated regression analysis to examine whether the relationships between trait affect (positive affectivity [PA] and negative affectivity [NA]) and two key work outcome variables (job performance and turnover) are contingent upon the level of job satisfaction. We applied the Trait Activation Theory to explain the moderating effect of job satisfaction on the relationship between affect and performance and between affect and turnover. Overall, the data supported our hypotheses. Positive and negative affectivity influenced performance and the intention to quit, and job satisfaction moderated these relationships. We discuss in detail the results of these findings and their implications for research and practice.