摘要
知识经济时代,员工的价值不仅体现在他们所拥有的劳动力上,而且还在于他们能够贡献具有创新性的观点和想法。企业合理化建议活动在我国有着良好的传统,但效果却不那么令人满意。基于这种背景,本研究提出了一个多层次的模型来讨论如何为管理合理化建议活动创造支持性的组织环境。以一家大型连锁超市为样本,本研究发现,主动性个性特征与员工建议行为正向相关,而变革型领导方式有助于促进企业合理化建议活动的整体水平。个体因素与环境变量交互影响员工的行为,建议行为对员工创新性绩效有着积极的影响。本研究不仅有助于弥补目前研究中的不足,而且也有利于说明如何有效发挥员工的主观能动性,积极为企业献计献策,从而使企业能够真正将员工作为不可替代的资源进行开发。
With rapid changes in technology and business environ- ments, employees are becoming invaluable assets for organizations, not only for their physical labor, but also for their innovative ideas. Despite the desirability of employee voice in the workplace, employees often feel uncomfortable about openly expressing themselves on organizational issues （Dutton, Ashford, O＇Neill, Hayes, ＆ Wierba, 1997; Milliken, Morrison, ＆ Hewlin, 2003）. Therefore, it is important to know how to create supportive environments where people can express themselves. Employing a multi-level design, we examine the combined influence of organizational characteristics （e.g., transfor- mational leadership and supportive peer relations） and individual attributes （e.g., proactive personality） on individual voice behavior and the collective voice climate at both the organizational and individual level. Furthermore, we link both individual voice behavior and the collective voice climate with individual and organizational level performance measures. Finally, we hypothesize two cross-level effects： the regulating effects of organizational characteristics on the relationship between proactive personality and individual voice behavior, and the top-down influence of the collective voice climate on individual creative performance. Data collected from a domestic chain of retail stores are used to examine the multi-level hypotheses. Two hundred and sixty-seven employees from fifty-nine independent stores participated in this study. The results offer support for individual level relationships between proactive personality, individual voice behavior, and creative performance. But at the organizational level, we only find a positive impact of transformational leadership on the collective voice climate within a store. Both the two cross-level hypotheses received support. The results suggest a negative cross-level interaction between proactive personality and transformation leadership for individual voice behavior. The interaction plot shows that the positive effect of transformational leadership on individual voice behavior is stronger for less proactive employees than those with a proactive disposition. In addition, there is a strong positive top-down effect of the collective voice climate on individual creative performance. At the end of this paper, we discuss the implications for management theory and practice in a Chinese context.
出处
《南开管理评论》
CSSCI
北大核心
2009年第3期125-134,共10页
Nankai Business Review
关键词
合理化建议
主动性个性特征
变革型领导
支持性同事关系
多层次分析
Employee Voice
Proactive Personality
Transformational Leadership
Supportive Peer Relations
Multi-Level Analysis
