管理者可信行为对员工建设性建言的影响研究

The Research on the Impact of Managerial Trustworthy Behavior on Employee Constructive Voice

从个体、领导和同事角度出发,采用2个时间点员工-主管配对问卷调查法对299名企业员工进行调查,探讨了管理者可信行为对员工建设性建言的影响机制。结果发现:(1)管理者可信行为对员工建设性建言有正向影响;(2)员工-领导价值一致性和员工感知凝聚力在管理者可信行为与员工建设性建言关系间起双中介作用;(3)同事消极约束显著负向调节管理者可信行为与员工感知凝聚力间的关系,即当同事消极约束水平越低,管理者可信行为对员工感知凝聚力的正向影响越高;(4)同事消极约束在管理者可信行为与员工-领导价值一致性间的负向调节作用不显著。

Employee voice behavior has attracted much attention with the context of knowledge innovation, which focuses on transformation and challenge of work procedures and methods within the workplace, and plays a positive role in organizational development and competition. Although recent studies on voice behavior have started to recognize the importance of leaders, few empirical efforts have been made to explore the impact of managerial trustworthy behavior on employee constructive voice and without elaborating the mechanism between managerial trustworthy behavior on employee constructive voice. This topic needs further exploration and investigation. In the present study, based on the theory of person-organization fit, we examined the mediating role of the person-supervisor value congruence and employee perceived cohesion between managerial trustworthy behavior and employee constructive voice, and the moderation role of colleague negative pressure among managerial trustworthy behavior, person-supervisor value congruence and employee perceived cohesion.In order to reduce the common method bias, 299 employees data in China were collected through two separate surveys on separate occasions. The employee evaluated the scale of managerial trustworthy behavior, person-supervisor value congruence and employee perceived cohesion, and responded with essential information. The supervisor evaluated the scale of employee constructive voice six months later. The result of confirmatory factor analysis showed that the five-factor model was better than the other models, and all variables had high validity and reliability. After data analyses, the results indicated that：（1） Managerial trustworthy behavior significantly and positively affected the person-supervisor value congruence, employee perceived cohesion and employee constructive voice;（2） Person-supervisor value congruence and employee perceived cohesion partially mediated the relationship of managerial trustworthy behavior and employee constructive voice;（3） Colleague negative pressure negatively moderated the relationship of managerial trustworthy behavior-employee perceived cohesion, that is, the lower the level of colleague negative pressure, the higher are the positive relationship of managerial trustworthy behavior and employee perceived cohesion;（4） Colleague negative pressure did not negatively moderate the relationship of managerial trustworthy behavior and person-supervisor value congruence. Further, we drew an interaction picture to confirm the moderation effect of colleague negative pressure on the relationship between managerial trustworthy behavior and employee perceived cohesion. The mediation effect of employee perceived cohesion was moderated by colleague negative pressure as well. In conclusion, in order to better comprehend employee constructive voice, this study established a mediated moderation model to inspect the complicated relationship of managerial trustworthy behavior and employee constructive voice, and revealed the underlying mental. In the meantime, we also examined the boundary conditions of the managerial trustworthy behavior and employee constructive voice. The contributions were mainly embodied in two aspects：（a） Theoretically, this research answered the questions of how and when the managerial trustworthy behavior affected employee constructive voice, and had great significance to enrich the theoretical research of employee constructive voice;（b） In practice, supervisors could strengthen and develop the value congruence between themselves and their subordinates, pay close attention to the role of employee perceived cohesion, and reduce negative influence of colleague negative pressure to promote employee constructive voice. Finally, we pointed out the limitation in this research and encouraged scholars to overcome these questions in future research.