将被动员工参与转化为积极参与:监督员发展反价值对寻求反行为的反价值
Shuwei Liu1, Jiyong Wang1, Rui Wang1
1Zhejiang College of Security Technology, Wenzhou, China.
Psychological reports
|November 14, 2023
概括
积极的主管反显著提高了员工寻求反的行为和创造力,特别是当工作感觉有意义时. 积极的归因进一步增强了这种效果,弥合了远程工作环境中的反差距.
科学领域:
- 组织行为 组织行为
- 人力资源管理 人力资源管理
- 心理学 心理学 心理学
背景情况:
- 员工寻求反的行为对自我意识,创造力和绩效至关重要.
- 由于COVID-19导致远程工作的转变,扩大了主管反和员工反寻求团队创新的重要性.
- 在组织环境中,经理和员工之间存在一种常见的"反真空".
研究的目的:
- 评估工作意义和积极归因对员工寻求反行为的影响.
- 检查监事发展反的交叉层次影响,对寻求反行为具有可变的价值.
- 这项研究是第一个调查这些特定关系的研究.
主要方法:
- 分析了158名监管人员和659名员工的监管员-员工配对数据.
- 采用多源,多时间的数据收集来进行可靠的分析.
- 采用多层次建模来评估跨层次影响和调解/调节.
主要成果:
- 积极的监事发展反对员工寻求反的行为产生了积极的影响;负面的反没有.
- 工作的意义介于主管反和员工寻求反之间的积极关系.
- 积极的归因调节了主管反和工作意义之间的关系,影响了寻求反行为的间接路径.
结论:
- 积极的监事发展反是员工寻求反行为的关键驱动力,特别是当工作被认为是有意义的时候.
- 积极的归因放大了主管反对工作意义和随后的反搜索的积极影响.
- 通过积极,有意义的反和促进积极的归因来解决"反真空",可以增强员工的参与度和创新能力,特别是在远程工作环境中.
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