高绩效工作系统有助于员工建言?一个被中介的调节作用模型被引量：49

Does High-performance Work System Contribute to Employee's Voice Behaviors:A Mediated Moderation Model

导出

摘要本文探讨了高绩效工作系统(人力资源经理评价)对员工建言(促进性建言与抑制性建言)的影响,并研究组织支持感的中介作用及组织公平氛围(程序公平氛围与互动公平氛围)的调节作用。对39家企业人力资源经理及309名员工组成的配对数据的研究表明:高绩效工作系统对员工建言有显著正向影响;组织支持感在高绩效工作系统与员工建言间表现出部分中介作用;程序公平氛围与互动公平氛围调节了高绩效工作系统与组织支持感的关系;进而,程序公平氛围调节了组织支持感对高绩效工作系统与抑制性建言关系的完全中介作用,互动公平氛围调节了组织支持感对高绩效工作系统与促进性建言关系的完全中介作用。 This research investigates the effects of high-performance work system （HPWS） on voice behavior （promotive voice and prohibitive voice）, as well as the mediating role of organizational perceived support （POS） and moderating role of procedural justice climate （PJC） and interactional justice climate （IJC）. Data is collected from 309 full employees in 39 Chinese enterprises. The current study utilizes a cross-sectional questionnaire ： information of HPWS from HR managers, and others from employees. The findings are ： HPWS is positively related to voice behavior; POS partially mediates the relationships between HPWS and voice behavior; and PJC and IJC moderate the relationships between HPWS and POS; furthermore, the mediated moderation model implies that the moderating role of PJC on the relationship between HPWS and prohibitive voice is fully mediated by POS, and the moderating role of IJC on the relationship between HPWS and promotive voice is fully mediated by POS.

作者苗仁涛周文霞刘丽潘静洲刘军

机构地区首都经济贸易大学劳动经济学院中国人民大学劳动人事学院辽宁科技大学工商管理学院天津大学管理与经济学部中国人民大学商学院

出处《管理评论》 CSSCI 北大核心 2015年第7期105-115,126,共12页 Management Review

基金国家杰出青年科学基金项目(71425003) 教育部人文社科基金项目(13YJC630112) 国家博士后基金特别资助项目(2014T70160) 2015首都经济贸易大学校级科研青年项目和规划项目(2015XJQ007) 2015首都经济贸易大学劳动经济学院教师科研提升项目

关键词建言行为高绩效工作系统互动公平氛围程序公平氛围组织支持感被中介的调节作用 voice behavior, high-performance work system, interactional justice climate, procedural justice climate, perceived organizational support, mediated moderation

分类号 F272.92 [经济管理—企业管理]

引文网络
相关文献

参考文献45

1Morrison E. W. Employee Voice Behavior: Integration and Directions for Future Research [ J ]. The Academy of Management An- nals, 2011,5(1) :373-412.
2Milliken F. J., Morrison E. W., Hewlin P. An Exploratory Study of Employee Silence : Issues that Employees Don' t Communicate Upward and Why [ J ]. Journal of Management Studies, 2003,40 (6) : 1453-1476.
3Detert J. R., Edmondson A. C. Implicit Voice Theories : Taken-for-granted Rules of Self-censorship at Work [ J ]. Academy of Man- agement Journal, 2011,54 ( 3 ) : 461-488.
4Van Dyne L., Cummings L., McLean Parks J. Extra-role Behaviors : In Pursuit of Construct and Definitional Clarity ( A bridge over Muddied Waters) [ J]. Research in Organizational Behavior, 1995,17 (2) :215-285.
5Lepine J. A., Van Dyne L. Predicting Voice Behavior in Work Groups [ J ]. Journal of Applied Psychology, 1998,83 (6) : 853-868.
6Morrison E. W., Milliken F. J. Organizational Silence: A Barrier to Change and Development in a Pluralistic World [ J ]. Academy of Management Review, 2000,25 (4) : 706-725.
7Cortina L. M., Magley V. J. Raising Voice, Risking Retaliation : Events Following Interpersonal Mistreatment in the Workplace [ J ]. Journal of Occupational Health Psychology, 2003,8 (4) : 247-264.
8Detert J. R., Burris E. R. Leadership Behavior and Employee Voice : Is the Door Really Open? [ J ]. Academy of Management Journal, 2007,50 (4) : 869-884.
9Ng T. W. H., Feldman D. C. Employee Voice Behavior: A Meta-analytic Test of the Conservation of Resources Framework[ J]. Journal of Organizational Behavior, 2012,33 (2) : 216-234.
10Miceli M. P., Near J. P., Dworkin T. M. Whistleblowing in Organizations [ M ]. New York : Routledge, 2008.