决策参与一定能广开言路吗?一项双刃剑效应研究

Does Participative Decision-making Provide Wide Opportunities for Airing Views?A Double-edged Sword Effect Study

为了避免“一言堂”式的决策风险,越来越多的企业开始推行决策参与,以更好地应对激烈的环境变化。然而,决策参与是否会提高员工的建言积极性还有待进一步明确。本研究基于工作要求-资源模型,构建了决策参与通过组织自尊和自我损耗影响员工建言行为的双刃剑模型,并考察调节焦点在其中的作用。通过对302个配对样本的分析发现,决策参与对员工建言行为的总体影响是积极的,即合理的决策参与能够促进员工的建言行为。对于促进型调节焦点的员工,决策参与会提升组织自尊,进而促进员工建言;对于防御型调节焦点的员工,决策参与会加重员工的自我损耗,从而抑制员工建言。本研究揭示了决策参与的两面性,打开了决策参与影响建言行为的“黑箱”,同时,为企业如何实行决策参与提供合理的实践指导。

In order to avoid the decision-making risk of dictatorial rule,more and more organizations begin to implement participative decision-making to better cope with the drastic environmental changes.However,it is unclear whether the implementation of participative decision-making will improve employees'voice behavior.Based on the job demand-resource model,this paper proposes a double-edged sword effect of participative decisionmaking on employees'voice behavior through organizational self-esteem and ego-depletion,and investigates the moderating role of regulatory focus.By analyzing data from 302 pairs of leaders and followers,the results show that the overall impact of participative decision-making on employees'voice behavior is positive,i.e.reasonable participative decision-making can promote employees'voice behavior.For employees with high levels of promotion focus,participative decision-making will enhance their organizational self-esteem,and then promote employees'voice behavior.For employees with high levels of prevention focus,participative decision-making will strengthen employees'ego-depletion,thus inhibiting employees'voice behavior.This paper reveals the two facets of participative decision-making,which helps open the"black box"underlying the relationship between participative decision-making and voice behavior.Besides,it provides reasonable practical guidance for organizations on how to effectively implement participative decision-making.