“赋能”还是“超载”? 感知上级信任对员工主动性行为的双刃剑效应

“Enabling” or “Overloading”? Double-edged Sword Effect of Feeling Trusted on Employees’ Proactive Behavior

感知上级信任作为一种信任类型日益受到学者们的重视,一些学者认为它可以激发员工的积极行为,但近年来学者发现它也会导致员工的消极行为。根据工作要求-资源模型,结合资源保存理论,本研究认为感知上级信任既是一种益处又是一种负担,并构建了感知上级信任的双刃剑模型,即:激发主动性行为的赋能路径和阻碍主动性行为的超载路径。此外,本研究还检验了权力距离倾向在这两条路径中的调节作用。基于三个时点的303份员工自评数据,运用结构方程模型对研究假设进行验证。研究结果表明:感知上级信任既可以激发员工的自我效能、促进主动性行为,又会加重员工的角色超载、阻碍主动性行为;权力距离倾向在感知上级信任和角色超载之间起到负向调节作用,即权力距离倾向越高,感知上级信任与角色超载的正向关系越弱。

As a type of trust, feeling trusted has been paid more and more attention. Some scholars believe that it can stimulate employees’ positive behavior. But in recent years, scholars have found that it can also lead to employees’ negative behavior. According to the Job Demands-Resource Model and Conservation of Resource Theory, this study believes that feeling trusted is both a benefit and a burden, and constructs a double-edged sword model, namely an empowering path to stimulate the proactive behavior and an overload path to hinder the proactive behavior. In addition, this study also examines the moderating roles of power distance orientation in these two paths. The research hypotheses are tested using structural equation modelling based on 303 employee self-assessment data from three time points. The results show that feeling trusted can not only stimulate employees’ self-efficacy and promote their proactive behavior, but also aggravate their role overload and hinder their proactive behavior;power distance orientation tends to play a negative moderating role between feeling trusted and role overload. In other words, the higher the power distance orientation, the weaker the positive relationship between feeling trusted and role overload.