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。

Effects of family supportive supervisor behavior on employee outcomes and mediating mechanisms: A meta-analysis

Family supportive supervisor behavior (FSSB) has important impacts on employees’ performance, behavior, and well-being. However, FSSB's incremental predictive effects and its mechanisms have not received enough attention in the literature. Conservation of resources theory, social exchange theory, and affective event theory all can provide distinctive theoretical arguments, while meta-analysis offers a methodological tool to analyze these two issues. We thus conducted a meta-analysis to investigate the incremental predictive effects of FSSB on employees' task performance, innovative behavior, and life satisfaction as well as mechanisms inherently embedded in those three theoretical perspectives.In this study, we used four methods to search and screen studies about FSSB. Following these steps, 164 qualified articles were included. These articles comprise 204 independent studies and 340 effect sizes, with a total sample size of 91145. Based on these studies, we conducted publication bias analysis, main effect analysis, relative weight analysis, incremental validity analysis, and meta-analytic structural equation modeling (MASEM). Specifically, we first used Begg's intercept, Egger’s regression, and fail-safe number to test publication bias. Second, Hunter and Schmidt’s method was used to analyze the main effects of FSSB. Third, we conducted relative weight analysis and incremental validity analysis to examine the relative validity of FSSB. Finally, MASEM was conducted. Publication bias analysis suggested that the meta-analytic relationships examined are robust to publication bias. FSSB was positively correlated with employees' task performance, innovative behavior, and life satisfaction, according to the main effect analysis. In terms of relative validity, we discovered that FSSB significantly predicted employees' task performance, innovative behavior, and life satisfaction, even after controlling for the effects of general supportive supervisor behavior (GSSB). The result of MASEM showed that: work-to-family conflict functioned as a mediator linking FSSB with task performance and life satisfaction. The indirect effects were 0.03 and 0.07, with 95% Monte Carlo confidence intervals (C.I.) [0.02, 0.04] and [0.06, 0.09], respectively. LMX mediated the relationships linking FSSB with task performance, innovative behavior, and life satisfaction. The indirect effects were 0.16, 0.11, and 0.27, with 95% Monte Carlo C.I. [0.13, 0.18], [0.09, 0.14], and [0.24, 0.30], respectively. Affective commitment played a positive mediating role in the relationships linking FSSB with task performance and innovative behavior. The indirect effects were 0.04 and 0.16, with 95% Monte Carlo C.I. [0.02, 0.05] and [0.14, 0.18], respectively. Our meta-analytic findings demonstrated that FSSB was more strongly associated with task performance, innovative behavior, and life satisfaction than GSSB. In addition, we compared three distinct pathways by which FSSB influenced the above three outcomes, including work-to-family conflict, LMX, and affective commitment. Specifically, FSSB significantly predicted task performance via all of these three mediators. The association between FSSB and innovative behavior was mediated by LMX and affective commitment. Work-to-family conflict and LMX served as mediators in the link between FSSB and life satisfaction. These findings not only deepen our understanding of the construct validity and influence mechanisms of FSSB, but also produce meaningful practical implications for leaders regarding how to lead in more effective ways to facilitate better employee outcomes.