领导—成员交换、组织公正与员工沉默行为的关系研究
发布时间：2019-02-26 10:50
【摘要】：在企业面临愈来愈多竞争与挑战的今天,员工的重要性毋庸置疑,然而当前员工沉默行为日益凸显,这不仅影响决策质量,为企业健康发展带来极大的隐患,而且也不利于员工的身心健康。鉴于此,员工沉默行为正成为一个新的研究热点,引起众多学者的广泛关注。 本研究采用国内外学者编制修订过的领导-成员交换量表、组织公正量表和员工沉默行为量表,对上海、江苏、浙江等地的280名企业员工进行问卷调查,调查取得了这些员工在领导-成员交换、组织公正以及员工沉默行为等方面的数据。文章使用了t检验和单因素方差考察了人口学统计变量对员工沉默行为的影响,通过相关分析、回归分析和中介效应检验等统计方法,分析了领导-成员交换、组织公正对员工沉默行为的预测作用,及组织公正的中介效应。得出以下结论： (1)当前员工与其直属领导的交换关系质量较高,总体组织公正感较好,员工沉默现象在中国企业较为普遍,其中默许性沉默和防御性沉默的程度较高。此外,员工沉默行为在年龄、单位性质、工龄及与直属领导交流时间等人口学变量上存在显著差异。 (2)领导-成员交换与员工沉默行为之间存在负相关关系；组织公正与员工沉默行为之间存在显著负相关关系；领导-成员交换与组织公正之间存在显著正相关关系。 (3)领导-成员交换对员工沉默行为存在显著的预测作用,情感维度对员工沉默行为三个维度均有显著的负向影响,忠诚维度能够负向影响默许性沉默,贡献维度能够显著预测漠视性沉默。 (4)组织公正对员工沉默行为存在显著的预测作用。程序公正能够负向预测默许性沉默和漠视性沉默,互动公正对员工沉默行为的各个维度均有显著负向影响。 (5)组织公正在领导-成员交换和员工沉默行为之间起显著的中介作用,其中互动公正在情感与防御性沉默之间起完全中介作用。 根据上述研究结论,本文结合企业实际情况提出了管理建议,并指出本研究的不足之处及对未来研究的展望。
[Abstract]:Today, as enterprises face more and more competition and challenges, the importance of employees is beyond doubt. However, the current silent behavior of employees is becoming increasingly prominent, which not only affects the quality of decision-making, but also brings great hidden dangers to the healthy development of enterprises. And also not conducive to the physical and mental health of employees. In view of this, employee silence behavior is becoming a new research hotspot, which has attracted wide attention of many scholars. In this study, the revised leadership-member exchange scale, organizational justice scale and employee silence behavior scale were used to survey 280 employees in Shanghai, Jiangsu, Zhejiang and other places. The survey obtained data on leadership-member exchanges, organizational justice and employee silence. In this paper, t-test and one-way variance were used to investigate the influence of demographic statistical variables on employee silence behavior, and the leadership-member exchange was analyzed by correlation analysis, regression analysis and intermediary effect test, etc. The predictive effect of organizational justice on the silent behavior of employees and the intermediary effect of organizational justice. The following conclusions are drawn: (1) the exchange relationship between employees and their immediate leaders is of high quality, the overall sense of organizational justice is better, and the phenomenon of employee silence is more common in Chinese enterprises. The degree of tacit silence and defensive silence is higher. In addition, there are significant differences in demographic variables such as age, unit nature, length of service and communication time with direct leaders. (2) there is a negative correlation between leadership-member exchange and employee silence; there is a significant negative correlation between organizational justice and employee silence; and there is a significant positive correlation between leadership-member exchange and organizational justice. (3) leadership-member exchange has a significant predictive effect on the silent behavior of employees, emotional dimension has a significant negative impact on the three dimensions of employee silence behavior, and loyalty dimension can negatively affect tacit silence. The contribution dimension can significantly predict indifference silence. (4) organizational justice plays a significant role in predicting the silent behavior of employees. Procedural justice can negatively predict tacit silence and indifferent silence, and interactive justice has a significant negative impact on all dimensions of employee silence. (5) organizational justice plays a significant mediating role between leadership-member exchange and employee silence, in which interactive justice plays a complete intermediary role between emotional and defensive silence. On the basis of the above conclusions, this paper puts forward management suggestions based on the actual situation of enterprises, and points out the shortcomings of this study and prospects for future research.
【学位授予单位】：南京师范大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：B842
本文编号：2430706
[Abstract]:Today, as enterprises face more and more competition and challenges, the importance of employees is beyond doubt. However, the current silent behavior of employees is becoming increasingly prominent, which not only affects the quality of decision-making, but also brings great hidden dangers to the healthy development of enterprises. And also not conducive to the physical and mental health of employees. In view of this, employee silence behavior is becoming a new research hotspot, which has attracted wide attention of many scholars. In this study, the revised leadership-member exchange scale, organizational justice scale and employee silence behavior scale were used to survey 280 employees in Shanghai, Jiangsu, Zhejiang and other places. The survey obtained data on leadership-member exchanges, organizational justice and employee silence. In this paper, t-test and one-way variance were used to investigate the influence of demographic statistical variables on employee silence behavior, and the leadership-member exchange was analyzed by correlation analysis, regression analysis and intermediary effect test, etc. The predictive effect of organizational justice on the silent behavior of employees and the intermediary effect of organizational justice. The following conclusions are drawn: (1) the exchange relationship between employees and their immediate leaders is of high quality, the overall sense of organizational justice is better, and the phenomenon of employee silence is more common in Chinese enterprises. The degree of tacit silence and defensive silence is higher. In addition, there are significant differences in demographic variables such as age, unit nature, length of service and communication time with direct leaders. (2) there is a negative correlation between leadership-member exchange and employee silence; there is a significant negative correlation between organizational justice and employee silence; and there is a significant positive correlation between leadership-member exchange and organizational justice. (3) leadership-member exchange has a significant predictive effect on the silent behavior of employees, emotional dimension has a significant negative impact on the three dimensions of employee silence behavior, and loyalty dimension can negatively affect tacit silence. The contribution dimension can significantly predict indifference silence. (4) organizational justice plays a significant role in predicting the silent behavior of employees. Procedural justice can negatively predict tacit silence and indifferent silence, and interactive justice has a significant negative impact on all dimensions of employee silence. (5) organizational justice plays a significant mediating role between leadership-member exchange and employee silence, in which interactive justice plays a complete intermediary role between emotional and defensive silence. On the basis of the above conclusions, this paper puts forward management suggestions based on the actual situation of enterprises, and points out the shortcomings of this study and prospects for future research.
【学位授予单位】：南京师范大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：B842
【参考文献】
相关期刊论文 前10条
1 刘亚,龙立荣,李晔;组织公平感对组织效果变量的影响[J];管理世界;2003年03期
2 何轩;;互动公平真的就能治疗“沉默”病吗?——以中庸思维作为调节变量的本土实证研究[J];管理世界;2009年04期
3 刘_g_g;丁国林;严肃;;沟通开放氛围下领导-成员交换和组织公平感的关系研究[J];管理学报;2010年12期
4 曾垂凯;;家长式领导与部属职涯高原:领导-成员关系的中介作用[J];管理世界;2011年05期
5 姚圣娟;邓亚男;郑俊虎;;中国背景下企业员工沉默行为的文化根源[J];华东经济管理;2009年06期
6 史金萍;闫涛;;组织公平感对员工沉默行为的影响[J];辽宁经济;2010年01期
7 段锦云;王重鸣;钟建安;;大五和组织公平感对进谏行为的影响研究[J];心理科学;2007年01期
8 王辉,牛雄鹰,Kenneth S.Law;领导—部属交换的多维结构及对工作绩效和情境绩效的影响[J];心理学报;2004年02期
9 郑晓涛;柯江林;石金涛;郑兴山;;中国背景下员工沉默的测量以及信任对其的影响[J];心理学报;2008年02期
10 何铨;马剑虹;Hora H.Tjitra;;沉默的声音:组织中的沉默行为[J];心理科学进展;2006年03期
，本文编号：2430706
本文链接：https://www.wllwen.com/shekelunwen/xinlixingwei/2430706.html
