前瞻性行为与员工的工作绩效——领导的正直性和团队政治氛围的调节作用被引量：8

Proactive Behavior and Employees' Performance: The Moderation of Leader's Integrity and Political Climate

下载PDF

导出

摘要通过对北京某企业的40个项目部的190名员工的两阶段调查,文章运用跨层次分析方法探讨了员工针对自我和团队的前瞻性行为对员工工作绩效的影响及其边界机制。研究结果表明:(1)员工针对自我和团队的前瞻性行为对员工的工作绩效有显著的正向影响;(2)领导的正直性调节了员工针对自我和团队的前瞻性行为对员工工作绩效的影响,当领导的正直性较高时,员工针对自我和团队的前瞻性行为对员工工作绩效的预测作用显著增强;(3)团队的政治氛围调节了员工针对团队的前瞻性行为对员工工作绩效的影响,当团队的政治氛围较弱时,员工针对团队的前瞻性行为对员工工作绩效的预测作用显著增强。文章进一步证实了前瞻性行为对员工工作绩效的积极影响,拓展了前瞻性行为发挥作用的边界条件,为营造一个鼓励员工前瞻性行为的氛围提供了重要的理论支撑。 Based on 190 matched questionnaires collected in two-stage investigation,the study explores the effect of individual task proactivity and team member proactivity on employees＇ performance and the boundary mechanism between them. The results showed that：（ 1） employees＇ individual task proactivity and team member proactivity had positive effect on their performance;（ 2）the leader＇s integrity moderated the effect of individual task proactivity and team member proactivity on employees＇ performance.When the leader＇s integrity was high,the effect of individual task proactivity and the team member proactivity on employees＇ performance will be stronger;（ 3） the political climate moderated the influence of team member proactivity on employees＇ performance.When the group＇s political climate was weak,team member proactivity will be higher with better performance. Following the research findings,we discuss implications and limitations of this study and directions for future research.

作者林叶李燕萍

机构地区武汉大学经济与管理学院

出处《商业经济与管理》 CSSCI 北大核心 2016年第7期73-82,96,共11页 Journal of Business Economics

基金国家自然科学基金项目"高承诺人力资源管理对新生代员工产出的作用机制:基于工作要求资源视角"(71372125) 国家自然科学基金项目"新生代员工工作价值观组织社会化策略对工作行为的作用机理:一项多层次研究(71172203)

关键词针对自我的前瞻性行为针对团队的前瞻性行为领导的正直性政治氛围绩效 individual task proactivity team member proactivity leader＇s integrity political climate performance

分类号 F270 [经济管理—企业管理]

引文网络
相关文献

参考文献28

1GRANT A M, ASHFORD S J. The Dynamics of Proactivity at Work[J]. Research in Organizational Behavior,2008,28 ( 1 ) :3- 34.
2GRANT A M, PARKER S, COLLINS C. Getting credit for Proactive Behavior: Supervisor Reactions Depend on What You Value and How You Feel[J]. Personnel Psychology ,2009,62( 1 ) :31-55.
3FULLER B, MARLER L E, HESTER K, et al, Leader Reactions to Follower Proactive Behavior: Giving Credit When Credit is Due[J]. Human Relations ,2015,68 (6) :879-898.
4CAMPBELL D J. The Proactive Employee: Managing Workplace Initiative[J]. The Academy of Management Executive,2000,14 (3) :52-66.
5GRIFFIN M A, NEAL A, PARKER S K. A New Model of Work Role Performance: Positive Behavior in Uncertain and Interdependent Contexts [J]. Academy of Management Journal, 2007,50 ( 2 ) : 327-347.
6GRANT A M, GI NO,F. HO FMANN D A. Reversing the Extraverted Leadership Advantage : The Role of Employee Proactivity [J]. Academy of Management Journal,2011,54 ( 3 ) :528-550.
7SEIBERT S E,KRAIMER M L, CRANT J M. A Longitudinal Model Linking Proactive Personality and Career Success[J]. Personnel Psychology, 2001,54 ( 4 ) : 845-874.
8SEIBERT S E, CRANT J M, KRAIMER M L. Proactive Personality and Career Success [J J. Journal of Applied Psychology, 1999,84(3) :416-427.
9FRESE M, FAY D. Personal Initiative: An Active Performance Concept for Work in the 21st Century [J].Research in Organizational Behavior,2001,23 ( 1 ) : 133-187.
10M ORRISON 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.