从征求到反应:建言行为链中的管理者角色

From solicitation to responses:Managers’ roles in employee voice behavior chain

在建言行为发生链中,管理者扮演着征求者和反应者的不同角色。在管理实践中,管理者却罕于从员工处征求建言,或未能对员工建言做出有效反应。在学术界,目前有关管理者征求建言、纳谏和建言/建言者评估的研究日益丰富,但不成系统。为解决这些实践和理论上的不足,提出并整合建言行为链框架;并基于输入-过程-输出模型,从管理者角色入手,系统分析和归纳管理者征求建言、采纳建言、评估建言(者)的前提和结果,以诠释管理者在员工建言行为链中发挥的作用及其机制,并为管理者更好履行建言管理职能提供实践参考。

In a voice behavior chain, managers can be both the initiator and the reactor. However, managers can neither solicit employee voice efficiently nor respond to employee voice effectively in practice all the time. Although there has been an increasing amount of research on managerial solicitation, endorsement and evaluation, those topics are separated and unsystematic. To address the managerial puzzle theoretically and practically, we propose the framework of voice behavior chain. Based on the Input-Process-Output Model,we summarize the antecedents and consequences of voice solicitation, voice endorsement, and voice(voicer)evaluation. We aim to depict the roles managers play in the voice behavior chain, and to provide suggestions for the practice in employee voice management.