高绩效期望下的两种选择:反馈寻求还是反馈规避?

Two Choices in High Performance Expectations:Feedback Seeking or Feedback Avoidance?

本研究基于资源保存理论,探究了领导高绩效期望对员工反馈寻求行为和反馈规避行为的影响,并考察了工作旺盛感和工作倦怠感的中介作用,以及团队授权的调节作用。本研究对两阶段389份企业员工有效样本进行分析,结果表明:在团队授权水平较高的情况下,员工更容易将领导高绩效期望视为资源获取的途径,此时员工工作旺盛感更强,进而表现为反馈寻求行为;而在团队授权水平较低的情况下,领导高绩效期望更容易引发员工的工作倦怠感,进而导致反馈规避行为。本研究不仅提供了新的视角来解释领导高绩效期望与员工行为之间的关系,也为管理者如何更有效地对员工表达高绩效期望提供了实践指导。

Drawing on the conservation of resources theory,this study investigates the dual effects of leader high performance expectations on employee feedback behaviors.We also examine the mediating role of thriving at work and job burnout and the moderating role of team empowerment.By analyzing 389 time-lagged employee questionnaires,the results show that employees tend to view their leaders'high performance expectations as an opportunity to acquire resources and experience a sense of thriving at work when team empowerment is relatively high,thus facilitating feedback-seeking behavior.However,when team empowerment is relatively low,leaders'high performance expectations are likely to trigger employees feelings of job burnout,which leads to feedback-avoidance behavior.This study not only provides a novel perspective on the association between leaders'high-performance expectations and employee reactions but also offers practical guidance for managers to better demonstrate their performance expectations.