领导高绩效要求对员工绩效的“双刃剑”效应:压力认知评价理论视角

Dual Effect of Leaders’ High Performance Expectation on Employee Performance: Based on the Transactional Theory of Stress

领导高绩效要求体现了领导对员工展现高绩效的愿望与期待。基于压力认知评价理论,主动工作行为和工作退缩行为是员工面对领导高绩效要求的两种应对方式。员工角色宽度自我效能感会在上述过程中发挥调节作用,即决定了员工究竟采取主动应对方式还是退缩应对方式,而这两种应对方式将对员工绩效产生截然相反的影响。基于268份“领导—员工”两时点配对数据的路径分析结果显示,对于高角色宽度自我效能感的员工而言,领导高绩效要求会激发员工的主动工作行为,并经由员工主动工作行为对工作绩效产生积极影响。然而,对于低角色宽度自我效能感的员工,领导高绩效要求会激发员工的退缩行为,并经由员工工作退缩行为对工作绩效产生消极影响。

High performance requirements of leaders reflect leaders’ desire and expectation for high performance of employees.Based on the transactional theory of stress,proactive work behavior and work withdrawal behavior are two ways for employees to respond to high performance requirements of leaders. The employees’ role breadth self-efficacy plays a moderating role in the above process,that is,it determines whether employees take proactive coping style or withdraw coping style,and these two coping styles have a completely opposite impact on employee performance. In this paper,268 two-point supervisor-employee data were used to conduct path analysis,and the results show that for employees with high role breadth self-efficacy,leaders’ high performance expectation has a positive impact on employees’ job performance through employees’ proactive work behavior;however,for employees with low role breadth self-efficacy,leaders’ high performance expectation has a negative impact on employees’ job performance through employees’ work withdrawal behavior. This paper revealed the dual effect of leaders’ high performance expectation from the perspective of contingency,which can provide inspiration for leaders to effectively set high performance requirements.