共查询到20条相似文献,搜索用时 140 毫秒
1.
2.
3.
4.
采用249对领导与员工的配对数据,考察了威权领导对员工沉默行为的影响,以及情感信任的中介作用和权力距离的调节效应。结果表明:(1)威权领导对员工沉默行为有正向影响;(2)员工对上司的情感信任在威权领导与沉默行为之间起完全中介作用;(3)员工权力距离导向对威权领导与情感信任之间关系具有调节作用,权力距离导向越高,威权领导对情感信任的影响越低;(4)进一步地,权力距离导向还调节着情感信任对威权领导与沉默行为的中介效应,即存在有调节的中介效应。 相似文献
5.
6.
沉默的声音:组织中的沉默行为 总被引:21,自引:0,他引:21
组织沉默指的是员工了解组织运行中潜在的问题,但是出于某种目的而没有表达个人观点的行为。该文在以往研究的基础上概括了组织沉默的定义、维度以及测量手段。由于沉默行为的原因是多种的,该文从领导和组织、同事以及员工个体特征三个方面阐述影响组织沉默行为的因素,并总结了组织沉默行为对组织和员工的负面影响,特别是对组织学习过程的影响。最后提出了组织沉默行为研究的意义和展望 相似文献
7.
知识员工团队工作自主性与效能的关系研究 总被引:1,自引:0,他引:1
团队日益成为新经济时代背景下知识员工工作的主要方式。追求工作自主性同时也被认为是知识员工的核心特征之一。对杭州地区13家企业的35个工作团队的调查发现,工作自主性是一个二阶单因素结构,包含三个子维度:方法、进度和标准的自主性。回归分析显示:领导者信任在知识员工团队工作自主性与团队激励间起正向调节作用;反馈在团队激励与团队工作绩效及满意感间起负向调节作用。 相似文献
8.
主管认知信任和情感信任对员工行为及绩效的影响 总被引:4,自引:0,他引:4
采用问卷调查法,检验主管认知信任与情感信任对员工行为及绩效影响的双路径模型。通过结构方程模型分析563份上下级配对数据,结果显示:主管认知信任通过注意聚焦的完全中介作用正向影响员工的任务绩效和组织公民行为。主管情感信任则通过情感承诺的部分中介作用正向影响员工的任务绩效和组织公民行为,即一方面直接影响员工的任务绩效和个体指向公民行为,另一方面通过情感承诺间接影响员工的任务绩效和组织公民行为。并且,主管情感信任对员工行为和绩效的影响作用要大于认知信任的作 相似文献
9.
10.
国有企业新员工组织社会化内容的维度研究 总被引:1,自引:0,他引:1
在项目搜集、预试与正式调查的基础上,编制了一套具有良好信度和效度的新员工组织社会化问卷。对部分国有企业的员工进行调查,探索性因素分析的结果表明,国有企业员工的组织社会化内容由胜任工作社会化、组织文化社会化和领导政治社会化三个维度构成。文章最后对国有企业员工的组织社会化内容维度与已有研究成果的异同以及不同人口学变量的新员工组织社会化内容的差异进行了分析与讨论。 相似文献
11.
Employee silence is a costly but omnipresent phenomenon in modern organisations. In this study, we focus on two forms of silence: defensive silence based on fear and acquiescent silence based on resignation. Given the power imbalance in supervisor–subordinate relationships, we hypothesise that abusive supervision is an antecedent of subordinates’ defensive silence and that a subordinate’s power distance orientation affects acquiescent silence. We investigate the interaction effects of abusive supervision and power distance orientation on these two types of silence. Perceived organisational politics may also aggravate such interactive effects. Based on data collected from 159 junior employees in China in two periods, we find that abusive supervision is associated with employee defensive silence and moderates high-power-distance employees’ tendency to engage in acquiescent silence. When perceiving high politics in the organisation, high-power-distance employees are more sensitive to abusive supervision and engage in more defensive silence. A highly political organisational context also accentuates abusive supervision’s moderating effect on the relation between employees’ power distance orientation and acquiescent silence. We conclude with theoretical and practical implications for the silence literature. 相似文献
12.
基于社会控制理论,运用问卷调查法,通过分析308组配对数据,探讨工具主义伦理气氛对员工沉默行为的影响机制。结果发现:工具主义伦理气氛对沉默行为有正向作用;工具主义伦理气氛对犬儒主义有正向作用;犬儒主义在工具主义伦理气氛与沉默行为之间起部分中介作用;传统性调节了犬儒主义与沉默行为的关系,也调节了犬儒主义在工具主义伦理气氛与沉默行为关系的中介作用。 相似文献
13.
Trust in organization as a moderator of the relationship between self‐efficacy and workplace outcomes: A social cognitive theory‐based examination
下载免费PDF全文
![点击此处可从《Journal of Occupational & Organizational Psychology》网站下载免费的PDF全文](/ch/ext_images/free.gif)
Adnan Ozyilmaz Berrin Erdogan Aysegul Karaeminogullari 《Journal of Occupational & Organizational Psychology》2018,91(1):181-204
Drawing on a social cognitive theory perspective, we contend that an employee's trust in oneself, or self‐efficacy, will interact with the individual's trust in the system, or trust in organization, to predict job attitudes and behaviours. Specifically, we expected that self‐efficacy would have stronger effects on job attitudes (job satisfaction and turnover intentions) and behaviours (task performance and organizational citizenship behaviours) to the degree to which employees perceive high levels of trust in organization. Using data collected from 300 employees and their respective supervisors at a manufacturing organization in Turkey across three waves, we found that self‐efficacy had more positive effects on job satisfaction, task performance, and citizenship behaviours when trust in organization was high. Interestingly, self‐efficacy had a positive effect on turnover intentions when trust in organization was low, indicating that high trust in organization buffered the effects of self‐efficacy on intentions to leave. The results suggest that the motivational value of trust in oneself is stronger to the degree to which employees also have high trust in the system, whereas low trust in system neutralizes the motivational benefits of self‐efficacy.
Practitioner points
- Practicing managers should not only invest in increasing self‐efficacy of their employees, but also invest in building trust to improve employees’ attitudes, behaviours, and performance. This is because when employee trust in organization is high, employee self‐efficacy has greater potential to have a positive influence over job satisfaction, task performance, and organizational citizenship behaviours.
- Self‐efficacy may actually increase an employee's desire to leave the organization when organizational conditions are unfavourable, such as in the case of low trust in the organization. Practicing managers should be aware that employees who have high levels of confidence may be at higher risk of turnover when they are unhappy with the organization.
14.
This study examined the mediating role of acquiescent silence in the relationship between psychological contract breach and employee job satisfaction, as well as the moderating roles of perceived ethical climate on that relationship and on the mediation effect of acquiescent silence. Survey data were collected from a sample of 273 full-time employees from nine high-tech firms in Taiwan. The results showed that acquiescent silence partially mediated the relationship between psychological contract breach and job satisfaction. Moreover, the results from the moderation analysis showed that perceived ethical climate moderated the influence of psychological contract breach on acquiescent silence and the results from the moderated mediation analysis revealed that this mediation of acquiescent silence was moderated by perceived ethical climate such that at the lower level of perceived ethical climate, the mediation effect of acquiescent silence became stronger. Implications for managerial practices and suggestions for future research were discussed. 相似文献
15.
Sadia Jahanzeb Tasneem Fatima M Abdur Rahman Malik 《European Journal of Work and Organizational Psychology》2018,27(4):430-440
This study investigates the sequential mediating effects of threats to efficacy needs and defensive silence between supervisor ostracism and emotional exhaustion, explained through need-threat/need-fortification framework. We collect time-lagged data at two measurement points from 300 employees working in service sector organizations in Pakistan. We find that supervisor ostracism threatens employees’ efficacy needs which results in reduced evaluation of resources. Consequently, employees seek to fortify these endangered needs through defensive silence, a proactive and self-protective behaviour. However, defensive silence affects employees’ trust, morale, motivation and eventually elicits emotional exhaustion. Our results show that supervisor ostracism, threat to efficacy needs and defensive silence contribute towards emotional exhaustion, and we offer several corrective options. We believe that one direct path involves actions that discourage supervisor ostracism through training and role plays. Another indirect step highlights competence of firm to create a perception of high status and influence. It may even involve managers to improve employees’ perception of work control through job redesign. Finally, we propose that supervisors may anticipate motives for defensive silence and plan targeted strategies to facilitate employees’ psychological safety. 相似文献
16.
Ramous Agyare Ge Yuhui Eugene Abrokwah James Agyei 《Journal of Psychology in Africa》2019,29(3):217-222
This study examined the moderating effect of organisational culture (OC) moderation on the relationship between interpersonal trust (IT; trust in management and trust in peers) and employees’ affective commitment (AC). Participants were 295 employees of non-governmental organisations (NGOs) in Ghana (female = 42%; age range = 18–55). The employees completed the measures of IT, OC, AC, and employee performance. Moderation analysis of the data utilising structural equation modelling revealed that OC completely moderated the relationship between trust in management and trust in peers on AC. However, the moderation impact was found to be higher with trust in management than trust in peers. Moreover, AC completely mediated between trust in management and employee performance, and between trust in peers and employee performance. These findings highlight the importance for human resource managers of NGOs to incorporate and leverage on organisational culture as a key determinant resource for employees’ trust relationships, AC and performance goals. 相似文献
17.
Sandra B. Doeze Jager Marise Ph. Born Henk T. van der Molen 《Psychologie appliquee》2022,71(2):436-460
Modern organizations need to adapt quickly to on-going changes. The present study sought to examine employees' agility during periods of sudden, unplanned, and during periods of planned change. It was investigated to what extent one's trust in the organization and resistance to change could predict proactive agility and adaptive agility. Data came from employees (N = 188) in two different organizations, one undergoing an unplanned change and one undergoing a planned change. In both contexts, organizational trust had a negative relationship with resistance to change. In an unplanned change context (organization one), trust of employees in the organization had a positive effect on the adaptive component of agility through the (negative) mediation by affective resistance to change. In this context, trust did not have any (mediated) effect on the proactive component of agility. In contrast, in a planned change context (organization two), trust had a positive effect on the proactive component of agility, partially through the (negative) mediation by resistance to change. In this context, trust also had a positive effect on the adaptive component of agility, partially through the (negative) mediation by resistance to change. These results imply that trust works in different ways depending on the type of change. More trust through less resistance implies better adaptation during unplanned organizational change. More trust works directly and partially through less resistance to change to enhance employee proactivity and adaptability during planned change. 相似文献
18.
This study investigated the mediating effects of defensive silence and emotional exhaustion between ostracism and interpersonal deviance, explained through transactional theory of stress and coping. Time-lagged and multi-source data was collected at two measurement points from 320 employees, working in service sector organizations of Pakistan. Employees appraise ostracism as an uncontrollable interpersonal stressor that threatens their relational and efficacy needs. They try to deal with this threat through an avoidant coping approach and resort to interpersonal deviance, via a cognitive path and an emotional route, namely defensive silence and emotional exhaustion. Our results show that workplace ostracism, defensive silence, and emotional exhaustion contribute to the prevalence of interpersonal deviance, and offer several direct as well as indirect options. One path involves actions that discourage ostracism through various human resource functions. Another step pertains to defensive silence which could be put off by a suggestion system that offers psychological safety to employees. The last measure relates to emotional exhaustion, prevented by emotional mentoring and employee assistance plans. The present study explains the underlying cognitive and emotional mechanisms between ostracism and interpersonal deviance. It extends research on defensive silence to demonstrate its theoretical as well as empirical effect on interpersonal deviance. It further explains how employees use interpersonal deviance, to reduce the negative effect of ostracism. Lastly, it describes ostracism and deviance in the context of collectivist culture of Pakistan, which underscores close interpersonal relationships. 相似文献
19.
Rebecca L. Badawy Brooke A. Gazdag Robyn L. Brouer Darren C. Treadway 《Journal of applied social psychology》2019,49(2):86-98
Despite being a subject of scholarly inquiry for nearly a century, some components of person–environment fit remain enigmatic. This research seeks to explore the relational factors that are associated with employee identity and how this lens can provide explanatory factors that link leader–employee relationships to employee performance. Across a two‐study, multi‐rater constructive replication design, our results support the tenets of the identity theory that suggests the quality of the leader–employee relationships informs employees of their person–organization (PO) and person–job (PJ) fit, leading to higher performance. Across both the studies, high‐quality leader–employee relations (conceptualized as LMX and trust in leader) were related to higher levels of PO and PJ fit. Our results also indicate that PO and PJ fit uniquely drive higher levels of performance as rated by multiple constituents, helping delineate the impact of PO and PJ fit on work outcomes. Specifically, in Study One (N = 111), PJ fit mediated the relationship between LMX and leader‐rated performance, whereas in Study Two (N = 94), PO fit mediated the relationship between trust in leader and peer‐rated performance. This work provides preliminary support that leaders, through their relationships, can help shape employee fit perceptions and ultimately impact performance. Such knowledge can inform organizations and leaders, and emphasizes the formative role that leaders play in the organizational lives of their employees. 相似文献
20.
Zhou Jiang 《Journal of Employment Counseling》2018,55(3):124-142
This study tested the relationships of individualism, power distance, and mastery orientation to 2 employee attitudes (organizational trust and organizational commitment) that are associated with employees’ psychological benefits within the organization. Results from university employees (N = 706) showed that individualism negatively, whereas mastery positively, related to trust and commitment. Power distance positively related to trust only. The moderating role of mastery was also identified. These findings can help employment or organizational counselors to appreciate value‐related factors that facilitate employees in psychologically integrating into the organization and to explore new ways for employers to foster employees’ positive attitudes. 相似文献