【摘要】：現(xiàn)代企業(yè)越來越強調(diào)“以員工為核心”,鼓勵員工為其發(fā)展獻計獻策。一方面,旨在利用參與式管理提升其主人翁意識和歸屬感;另一方面,旨在為企業(yè)運作當中的創(chuàng)新性發(fā)展助力和增強市場競爭力。然而,員工建言作為未明確寫在員工個人職責上的角色外行為,在很多企業(yè)中時常出現(xiàn)員工不愿意提出自己的思考和見解,“金點子”較少的尷尬現(xiàn)象。建言是一種上下級互動行為,一方建言,另一方也需要有愿意納言的傾向和行動,才能完成建言環(huán)境、建言意愿、建言、采納建議整個過程。近年來,領(lǐng)導在管理過程中表現(xiàn)出來的情緒逐漸受到理論界的關(guān)注。在組織情境中,情緒代表一種社會互動因素,領(lǐng)導情緒的表達可能會對員工行為產(chǎn)生一定的影響�；谶@種背景下,本文通過文獻梳理以及分析,從社會信息加工視角,依據(jù)情緒即社會信息理論,以“領(lǐng)導情緒→員工感知領(lǐng)導支持→員工建言行為”為思路,提出假設和研究模型。其中,領(lǐng)導的情緒包含積極和消極兩個方面,建言行為(voice behavior)劃分為促進性和抑制性建言二維度。借鑒相關(guān)研究中較成熟的量表,完成調(diào)查問卷的設計。最終回收有效問卷270份,對其進行信度效度分析、相關(guān)分析以及回歸分析,檢驗了領(lǐng)導情緒與員工建言行為的內(nèi)在關(guān)系。實證分析結(jié)果:領(lǐng)導的積極情緒與員工建言行為的兩個維度即促進性建言和抑制性建言皆呈正相關(guān)關(guān)系。領(lǐng)導的消極情緒與員工建言行為不存在顯著相關(guān)關(guān)系。領(lǐng)導的積極情緒與員工感知領(lǐng)導支持呈正相關(guān)關(guān)系。領(lǐng)導的消極情緒與員工感知領(lǐng)導支持呈負相關(guān)關(guān)系。員工感知領(lǐng)導支持與員工促進性建言和抑制性建言呈正相關(guān)關(guān)系。員工感知領(lǐng)導支持分別在領(lǐng)導積極情緒與促進性和抑制性建言關(guān)系之間發(fā)揮完全中介作用。本文的創(chuàng)新點可能有:第一,在已有的文獻中,領(lǐng)導在管理過程中表現(xiàn)出來的行為風格成為影響員工是否建言的主要因素,對于情緒這個心理層面的因素,進行的相關(guān)探索和研究相對不足。而且,已經(jīng)有學者認為情緒與員工建言之間的關(guān)系并不是想象中那樣簡單,究竟是何種關(guān)系有待進一步挖掘。本文從中國企業(yè)員工感知到領(lǐng)導的情緒狀態(tài)角度出發(fā),不僅擴充了員工建言行為的前因變量探索,而且豐富了領(lǐng)導情緒的實證研究;第二,現(xiàn)有研究主要從心理安全感視角去分析領(lǐng)導情緒與員工建言行為的內(nèi)在機制,而其他理論視角相對不足。本研究以情緒即社會信息理論為基礎(chǔ),并結(jié)合社會信息加工視角,以員工感知組織支持為中介變量,檢驗了感知組織支持在領(lǐng)導積極情緒與建言行為之間的完全中介作用,豐富了領(lǐng)導情緒與建言行為的內(nèi)在探索機制,有助于進一步理解領(lǐng)導情緒與員工建言之間的關(guān)系。
[Abstract]:Modern enterprises more and more emphasize "employee as the core", encourage the staff to make suggestions for its development. On the one hand, it aims to use participatory management to enhance its sense of ownership and sense of belonging; on the other hand, it aims to promote innovative development and enhance market competitiveness in the course of enterprise operation. However, as a non-role behavior that is not clearly written down on the employee's personal responsibility, the employee's advice often appears in many enterprises that employees are unwilling to put forward their own thoughts and opinions, and the "golden idea" is less embarrassing. Advice is a kind of interaction between the upper and lower levels, one side of the proposal, the other side also needs to have the inclination and action of willing to say, in order to complete the whole process of putting forward the environment, the will to offer, the proposal, the adoption of the proposal. In recent years, the emotional performance of leaders in the management process has gradually been concerned by the theoretical circle. In organizational context, emotion represents a kind of social interaction factor, and the expression of leadership emotion may have a certain impact on employee behavior. Based on this background, through literature review and analysis, from the perspective of social information processing, according to the theory of emotion that is social information, this paper takes the idea of "leading emotion and employee's perception and support of employee's suggestion behavior" as the train of thought. Hypotheses and research models are proposed. Among them, the emotion of leadership includes two aspects: positive and negative, and the constructive behavior (voice behavior) can be divided into two dimensions: promotive and inhibitory. Drawing on the mature scale of relevant research, completed the design of the questionnaire. Finally, 270 valid questionnaires were collected and analyzed by reliability and validity analysis, correlation analysis and regression analysis. The results of empirical analysis show that there is a positive correlation between the positive emotion of leadership and the two dimensions of employee's constructive behavior, that is, promotive advice and suppressive advice. There is no significant correlation between the negative emotion of leadership and the behavior of employee's advice. There is a positive correlation between positive emotion and perceived leadership support. There is a negative correlation between negative emotion and perceived leadership support. There is a positive correlation between perceived leadership support and promotive advice and suppressive advice. Employee perceived leadership support plays a full intermediary role in the relationship between leadership positive emotion and promotive and disabling advice. The innovations of this paper may be as follows: first, in the existing literature, the behavior style displayed by the leaders in the management process becomes the main factor that influences the employees' suggestions, and the emotional factor is the psychological factor. The related exploration and research are relatively insufficient. Moreover, some scholars believe that the relationship between emotion and employee advice is not as simple as thought, and what kind of relationship needs to be further explored. From the perspective of employee perception to the emotional state of leadership in Chinese enterprises, this paper not only expands the exploration of the antecedent variables of employee's speech behavior, but also enriches the empirical study of leadership emotion. Secondly, the existing researches mainly analyze the internal mechanism of leadership emotion and employee's suggestion behavior from the perspective of psychological sense of security, while other theoretical perspectives are relatively insufficient. Based on the theory of emotion or social information and the perspective of social information processing, this study examines the complete intermediary role of perceived organizational support between positive emotion and constructive behavior. It enriches the internal exploring mechanism of leadership emotion and speech behavior, and helps to understand the relationship between leadership emotion and employee advice.
【學位授予單位】：華中師范大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F272.92

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