本文選題：員工沉默 + 內(nèi)隱理論��； 參考：《北京師范大學(xué)學(xué)報(社會科學(xué)版)》2017年04期

【摘要】：相對于組織管理者,普通員工通常更容易在日常工作中發(fā)現(xiàn)問題。然而出于各種考慮,員工往往會選擇隱瞞與工作問題相關(guān)的重要信息。這種故意的沉默行為會危害組織、團(tuán)隊(duì)乃至員工自身的健康發(fā)展。為什么員工會選擇保持沉默?這一沉默決策是基于怎樣的認(rèn)知路徑和心理預(yù)期,會受到哪些因素的影響?探討這些問題具有重要的理論和實(shí)踐意義。研究結(jié)果表明,中國員工的沉默決策過程包括了對發(fā)言的意愿、機(jī)會、效果和影響的四階段認(rèn)知判斷,只有當(dāng)員工愿意說、覺得有機(jī)會說、說了有效果和不惹來麻煩的情況下,他們才可能發(fā)表言論;中國員工普遍持有一些內(nèi)隱建言理論,這些內(nèi)隱建言理論會正向影響員工沉默行為;工作年限與員工沉默呈U型相關(guān),且員工持有的內(nèi)隱建言理論會增強(qiáng)這種U型關(guān)系。與國外同類研究結(jié)果相比,中國員工的內(nèi)隱建言理論不僅涉及工作疏離、建言機(jī)會和打擊報復(fù)等方面,還包含了有關(guān)個人利益得失的獨(dú)特內(nèi)涵。因此,建立和完善組織內(nèi)部的建言激勵認(rèn)可體系將有助于改變中國員工固有的內(nèi)隱建言理論;此外,由于中國員工普遍認(rèn)為建言不會被組織采納,反而會帶來人際負(fù)面效應(yīng),因此,要想減少中國組織中的員工沉默,管理者不應(yīng)讓納諫流于形式,而要讓員工真正看到建言的實(shí)際效果,并且重視營造開放和平等的建言氛圍。
[Abstract]:The average employee is more likely to spot problems in daily work than an organization manager. However, due to various considerations, employees often choose to conceal important information related to work problems. This deliberate silence can harm the healthy development of organizations, teams and even employees themselves. Why do employees choose to remain silent? What are the cognitive pathways and psychological expectations for this silent decision, and what factors will affect it? It is of great theoretical and practical significance to explore these problems. The results show that the silence decision-making process of Chinese employees includes a four-stage cognitive judgment on the willingness, opportunity, effect and impact of the speech. Only if the employee is willing to say, feels the opportunity to say it, says that it is effective and does not get into trouble. They are likely to make statements; Chinese employees generally hold implicit theories that can positively affect employee silence; the number of years of service is U-related to employee silence. And the implicit theory held by employees will strengthen this U-type relationship. Compared with similar studies abroad, the implicit theory of Chinese employees not only involves job alienation, opportunity of advice and retaliation, but also contains the unique connotation of personal interests. Therefore, the establishment and perfection of the system of encouragement and recognition within the organization will help to change the implicit theory inherent in Chinese employees. In addition, because Chinese employees generally believe that advice will not be adopted by the organization, it will bring about negative interpersonal effects. Therefore, in order to reduce the silence of employees in Chinese organizations, managers should not let remonstrance become mere formality, but rather let employees really see the practical effect of advice, and pay attention to creating an open and equal atmosphere of advice.
【作者單位】： 首都經(jīng)濟(jì)貿(mào)易大學(xué)勞動經(jīng)濟(jì)學(xué)院;中國青年政治學(xué)院社會工作學(xué)院;
【基金】：國家自然科學(xué)基金項(xiàng)目“員工沉默行為的產(chǎn)生機(jī)制:基于內(nèi)隱理論的研究”(71402107) 北京市社會科學(xué)基金項(xiàng)目“工作場所不文明行為的沖突演化機(jī)制:基于壓力交互模型的跨層次研究”(16GLC079) 國家社會科學(xué)基金教育學(xué)青年課題“高校教師收入分配:工資和養(yǎng)老保險互動機(jī)制研究”(CIA150194) 北京市教委科研水平提升項(xiàng)目
【分類號】：C936;F272.92

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