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组织沉默的负面效果与内在过程分析(4)

来源:未知 作者:chunt
发布于:2017-04-01 共13493字
  4. 1. 2自我效能感与工作投入的中介作用
  
  在“组织沉默-工作倦怠”和“组织沉默-离职倾向”这两个路径中,自我效能感都发挥了中介作用,即组织沉默通过影响员工自我效能感,进而影响了工作倦怠和离职倾向。组织沉默会削弱员工自我效能感,这其中途径之一就是通过他人的评价[45].组织沉默的员工不对企业的决策或是问题表达观点,这往往被视为一种对组织和工作漠不关心的态度,因而在对其进行绩效评价时,很难获得领导的积极评价和反馈,最终导致员工自我效能感水平的降低。班杜拉认为,情绪和生理状态也会影响自我效能感的形成,积极的情绪状态可以增加自我效能感,而消极的情绪状态则会削弱自我效能感。当组织沉默发生时,员工的工作压力和焦虑感增加,更多地表现出消极的情绪状态,而这种消极的心理状态势必会削弱员工的自我效能感水平。员工自我效能感水平的下降将进一步引发员工工作倦怠,员工离职倾向增加。张韫黎(2009)[46]以309名飞行签派员为研究对象,结果发现自我效能感能在一定程度上抑制离职意向的产生。张慧(2014)[47]从心理资本的角度出发,发现自我效能感作为心理资本的重要维度与离职倾向存在负相关关系。
  
  此外,我们的研究还发现,工作投入在“组织沉默-离职倾向”和“组织沉默-工作倦怠”这两个路径中发挥了中介作用,即组织沉默是通过影响员工工作投入水平,进而影响员工工作倦怠和离职倾向的。工作投入主要受到心理意义、心理安全以及心理可获得性等三种心理状态的影响。其中,心理安全反映了个体对自己利用内外部资源以完成工作任务,并在此过程中表达真我,而无须担心负性后果的一种信念[48].当组织沉默发生时,员工出于种种原因无法或惧于表达自身的真实想法,心理焦虑和不安全感增加,难以投入工作。根据自我决定理论,如果员工工作投入水平越高,奉献水平也会越高,而离职倾向的内在动机就会越弱,员工的自我决定倾向会引导其更加努力地为企业工作。
  
  4. 2结论及建议
  
  研究表明,组织沉默对员工工作倦怠和离职倾向有正向影响; 同时,在组织沉默影响员工工作倦怠和离职倾向的过程中,工作投入和自我效能感都发挥了中介作用。因此,本文提出以下几点管理建议:
  
  首先是提高员工工作投入水平。研究结果显示,工作投入水平在组织沉默对员工倦怠和离职倾向的影响过程中起中介作用,因此,如果能够控制员工工作投入水平,组织沉默对员工倦怠和离职倾向的影响将会减弱。而塑造以人为本的企业文化,是提高员工工作投入水平的基础和根本。在具体操作中,可以构建基于知识和能力的企业文化,根据组织的价值观建设协同工作的组织体系,使员工全身心投入工作; 其次是提高员工自我效能感。研究结果表明,对员工自我效能感进行有效控制能有效缓解组织沉默对员工倦怠和离职倾向的不利影响。由于员工自我效能感的形成深受领导反馈的影响,因此,管理者有必要采取更为有效的领导观念和领导方式。具体来讲,首先要广开言路,让每个员工都能自由表达自己的观点和看法,敢于接受负面反馈意见,直面问题; 其次要适时给与进谏员工相应的表扬和激励,以增强其荣誉感和自我效能感。
  
  本研究仅是一个横截面研究,虽然在一定程度上反映了变量间的关系,但是要揭示组织沉默随时间变化的过程以及与其他变量的因果关系,仍需要跨时间的纵向研究设计。本研究所用变量的测量均由员工来评价,主观性较大,共同方法偏差可能会对研究结果产生影响,今后的研究应在这方面加强。
  
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