This article used 677 questionnaires obtained by stratified sampling as a sample and used the hierarchical regression analysis method and the bootstrap method to analyze the data. Based on Self-Determination Theory, this article integrated the Leader-Member Exchange (LMX) situation to explore the mechanism of supervisor developmental feedback on employees' work meaningfulness. The results showed that supervisor developmental feedback aroused employees' work meaningfulness by meeting the autonomy need and relatedness need. Although competence need satisfaction could not enhance employees' work meaningfulness, its development could satisfy the relatedness need and autonomy need and thus boost work meaningfulness. High-quality LMX enhanced the impact of supervisor developmental feedback on relatedness need satisfaction. This article explored the antecedents of employees' work meaningfulness from the perspectives of supervisor behavior and supervisor-subordinate interaction. Our study completely presents the internal mechanism of employees' work meaningfulness from the psychological level, expands on existing research and provides practical guiding value for organizations to activate employees' work meaningfulness.
{"title":"How does supervisor developmental feedback make employees sense the meaning of work?","authors":"Yuqi Zhang, Chunping Tan, Na Wang","doi":"10.1111/1744-7941.12376","DOIUrl":"10.1111/1744-7941.12376","url":null,"abstract":"<p>This article used 677 questionnaires obtained by stratified sampling as a sample and used the hierarchical regression analysis method and the bootstrap method to analyze the data. Based on Self-Determination Theory, this article integrated the Leader-Member Exchange (LMX) situation to explore the mechanism of supervisor developmental feedback on employees' work meaningfulness. The results showed that supervisor developmental feedback aroused employees' work meaningfulness by meeting the autonomy need and relatedness need. Although competence need satisfaction could not enhance employees' work meaningfulness, its development could satisfy the relatedness need and autonomy need and thus boost work meaningfulness. High-quality LMX enhanced the impact of supervisor developmental feedback on relatedness need satisfaction. This article explored the antecedents of employees' work meaningfulness from the perspectives of supervisor behavior and supervisor-subordinate interaction. Our study completely presents the internal mechanism of employees' work meaningfulness from the psychological level, expands on existing research and provides practical guiding value for organizations to activate employees' work meaningfulness.</p>","PeriodicalId":51582,"journal":{"name":"Asia Pacific Journal of Human Resources","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2023-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47735725","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Alan Nankervis, Julia Connell, JuliAlana Montague and John Burgess (2021) The Fourth Industrial Revolution: what does it mean for Australian industry? Springer, pp. 239.","authors":"Peter Holland","doi":"10.1111/1744-7941.12378","DOIUrl":"10.1111/1744-7941.12378","url":null,"abstract":"","PeriodicalId":51582,"journal":{"name":"Asia Pacific Journal of Human Resources","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2023-05-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45561304","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The study of employee voice has primarily focused on mainstream settings (the public sector, manufacturing and larger organisations) within Western countries, where the design of employee voice mechanisms occurs within the context of standard employees (e.g. white, Anglo-Saxon and heterosexual persons) (Greene 2015, Finding a Voice at Work? New Perspectives on Employee Relations, 67–91). This article explores the challenges of managing voice within a residential aged care setting in Australia and seeks to understand how a multiculturally diverse workforce, characterised by culturally and linguistically diverse (CALD) individuals, interprets a range of voice mechanisms provided by management and the factors that influence their use. We present qualitative data from 21 semi-structured interviews conducted with employees, management and key support staff. We show that managers tend to emphasise downward communication more than voice and that all workers, regardless of their cultural background, perceived barriers to speaking up. Despite general support for voice within the organisation from all stakeholders, our research shows that organisational factors such as budgetary constraints shrunk the voice agenda and created a culture in which employees feared raising issues and concerns. Furthermore, we found that cultural, language and literacy issues associated with such a workforce added a degree of complexity to employee voice and that voice could be muted due to these factors. Our research provides an opportunity to rethink the voice literature by drawing on the diversity literature in the context of multiculturally diverse workforce settings, highlighting missed opportunities for inclusive voice practices.
{"title":"The complexities of employee voice within a multiculturally diverse aged care workforce setting","authors":"Adrian Wilkinson, Susan Ressia, Paula K Mowbray","doi":"10.1111/1744-7941.12375","DOIUrl":"10.1111/1744-7941.12375","url":null,"abstract":"<p>The study of employee voice has primarily focused on <i>mainstream</i> settings (the public sector, manufacturing and larger organisations) within Western countries, where the design of employee voice mechanisms occurs within the context of <i>standard</i> employees (e.g. white, Anglo-Saxon and heterosexual persons) (Greene 2015, <i>Finding a Voice at Work? New Perspectives on Employee Relations</i>, 67–91). This article explores the challenges of managing voice within a residential aged care setting in Australia and seeks to understand how a multiculturally diverse workforce, characterised by culturally and linguistically diverse (CALD) individuals, interprets a range of voice mechanisms provided by management and the factors that influence their use. We present qualitative data from 21 semi-structured interviews conducted with employees, management and key support staff. We show that managers tend to emphasise downward communication more than voice and that all workers, regardless of their cultural background, perceived barriers to speaking up. Despite general support for voice within the organisation from all stakeholders, our research shows that organisational factors such as budgetary constraints shrunk the voice agenda and created a culture in which employees feared raising issues and concerns. Furthermore, we found that cultural, language and literacy issues associated with such a workforce added a degree of complexity to employee voice and that voice could be muted due to these factors. Our research provides an opportunity to rethink the voice literature by drawing on the diversity literature in the context of multiculturally diverse workforce settings, highlighting missed opportunities for inclusive voice practices.</p>","PeriodicalId":51582,"journal":{"name":"Asia Pacific Journal of Human Resources","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2023-05-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1744-7941.12375","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48511717","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Paul Ikutegbe, Melanie Randle, Lynnaire Sheridan, Robert Gordon, Sara Dolnicar
Responding to the UN Convention on the Rights of People with Disabilities, many countries are trying to improve economic and social participation for people with disabilities. Yet, workforce participation remains substantially lower for people with disabilities than for people without disabilities. Building on a recently developed model of factors that influence mainstream employment outcomes for people with disabilities, this study utilises the social model of disability to examine the perceived relative importance of each factor and the interactions between them. We conducted 47 semi-structured interviews with people with disabilities, employers and disability employment services providers to identify eight factors that were most important in achieving successful employment outcomes: nature of the disability, disability disclosure, personal motivation, employer attitudes, job characteristics, corporate culture and climate, government support and societal attitudes. Eight interactions between the factors were also identified. Findings provide insights that can guide the implementation of structural changes to ensure better employment outcomes for people with disabilities.
{"title":"Factors and key interactions influencing successful employment outcomes for people with disabilities","authors":"Paul Ikutegbe, Melanie Randle, Lynnaire Sheridan, Robert Gordon, Sara Dolnicar","doi":"10.1111/1744-7941.12377","DOIUrl":"10.1111/1744-7941.12377","url":null,"abstract":"<p>Responding to the UN Convention on the Rights of People with Disabilities, many countries are trying to improve economic and social participation for people with disabilities. Yet, workforce participation remains substantially lower for people with disabilities than for people without disabilities. Building on a recently developed model of factors that influence mainstream employment outcomes for people with disabilities, this study utilises the social model of disability to examine the perceived relative importance of each factor and the interactions between them. We conducted 47 semi-structured interviews with people with disabilities, employers and disability employment services providers to identify eight factors that were most important in achieving successful employment outcomes: nature of the disability, disability disclosure, personal motivation, employer attitudes, job characteristics, corporate culture and climate, government support and societal attitudes. Eight interactions between the factors were also identified. Findings provide insights that can guide the implementation of structural changes to ensure better employment outcomes for people with disabilities.</p>","PeriodicalId":51582,"journal":{"name":"Asia Pacific Journal of Human Resources","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2023-05-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1744-7941.12377","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43499444","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Nhat Tan Pham, Tran Hoang Tuan, Vo Thi Ngoc Thuy, Hung Trong Hoang, Giang Hoang
Drawing on social exchange theory, this study develops a research framework that highlights the moderating role of empowering leadership and the link between digital-oriented training programs and employee outcomes in the context of remote work. We conducted a study utilizing the time-lagged research design. Data were collected from 259 supervisor–employee dyads working in companies located in different regions in Vietnam. The results demonstrate that a training program for digital skills enhances employees' perceived organizational support, which, in turn, reduces work-to-family conflict. By exploring the moderating role of empowering leadership, this study supports the moderation and moderated mediation models. Particularly, both direct and indirect influences are stronger when empowering leadership is high, and weaker if empowering leadership is low. Additionally, we highlight the impact of easing work-to-family conflicts on employee job satisfaction and performance in a new context: remote working. Finally, we discuss managerial and theoretical contributions and limitations.
{"title":"Improving employee outcomes in the remote working context: a time-lagged study on digital-oriented training, work-to-family conflict and empowering leadership","authors":"Nhat Tan Pham, Tran Hoang Tuan, Vo Thi Ngoc Thuy, Hung Trong Hoang, Giang Hoang","doi":"10.1111/1744-7941.12374","DOIUrl":"10.1111/1744-7941.12374","url":null,"abstract":"<p>Drawing on social exchange theory, this study develops a research framework that highlights the moderating role of empowering leadership and the link between digital-oriented training programs and employee outcomes in the context of remote work. We conducted a study utilizing the time-lagged research design. Data were collected from 259 supervisor–employee dyads working in companies located in different regions in Vietnam. The results demonstrate that a training program for digital skills enhances employees' perceived organizational support, which, in turn, reduces work-to-family conflict. By exploring the moderating role of empowering leadership, this study supports the moderation and moderated mediation models. Particularly, both direct and indirect influences are stronger when empowering leadership is high, and weaker if empowering leadership is low. Additionally, we highlight the impact of easing work-to-family conflicts on employee job satisfaction and performance in a new context: remote working. Finally, we discuss managerial and theoretical contributions and limitations.</p>","PeriodicalId":51582,"journal":{"name":"Asia Pacific Journal of Human Resources","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2023-05-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41439568","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
John Shields, Sunghoon Kim, Anjali Chhetri, Pauline Stanton, Alan Nankervis
The shortcomings of traditional performance management practices (PMS) are widely acknowledged. There is growing interest in ‘New Performance Management’, suggesting a shift from an evaluative to a developmental focus. In Australia, little is known about the current utilisation of both ‘old’ and ‘new’ practices. Using survey data from Australian Human Resources Institute (AHRI) members we examine the incidence, coverage and perceived effectiveness of ‘traditional’, ‘transitional’ and ‘new’ practices in Australian organisations. Further, since data were gathered during the COVID-19 pandemic, we examine the reported effects of pandemic-related disruptions on practice intensity. Although descriptive results suggest that both workforce size and sector may be associated with practice incidence, regression results indicate that sectoral effects are non-significant, and size matters only in relation to traditional practice use. However, our regression results indicate that COVID-19's impact is significantly related to all three practice categories. Furthermore, overall PMS effectiveness is not rated highly.
{"title":"Traditional, transitional and new performance management practices in Australian organisations: incidence, coverage and perceived effectiveness","authors":"John Shields, Sunghoon Kim, Anjali Chhetri, Pauline Stanton, Alan Nankervis","doi":"10.1111/1744-7941.12372","DOIUrl":"10.1111/1744-7941.12372","url":null,"abstract":"<p>The shortcomings of traditional performance management practices (PMS) are widely acknowledged. There is growing interest in ‘New Performance Management’, suggesting a shift from an evaluative to a developmental focus. In Australia, little is known about the current utilisation of both ‘old’ and ‘new’ practices. Using survey data from Australian Human Resources Institute (AHRI) members we examine the incidence, coverage and perceived effectiveness of ‘traditional’, ‘transitional’ and ‘new’ practices in Australian organisations. Further, since data were gathered during the COVID-19 pandemic, we examine the reported effects of pandemic-related disruptions on practice intensity. Although descriptive results suggest that both workforce size and sector may be associated with practice incidence, regression results indicate that sectoral effects are non-significant, and size matters only in relation to traditional practice use. However, our regression results indicate that COVID-19's impact is significantly related to all three practice categories. Furthermore, overall PMS effectiveness is not rated highly.</p>","PeriodicalId":51582,"journal":{"name":"Asia Pacific Journal of Human Resources","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2023-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1744-7941.12372","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48190216","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Transitions to working from home due to the COVID pandemic led to a proliferation of literature and industry reports on changed work practices. However, this study set out to advance understanding of how human resource professionals managed the crises – adding to the limited literature on this perspective. Data was collected during late 2020/early 2021 through interviews with human resource professionals. Data was analysed using coding techniques enabling findings to be organised into relevant concepts and categories. Contributions to practice include the range of challenges and opportunities associated with working from home, which are outlined here as technical and behavioural recommendations. These include the need for improved IT support and IT literacy across the workforce; issues linked to employee isolation, managing privacy, workload, and the management of remote employees. This paper draws on institutional theory, stressing the importance of context in shaping HRM strategies in times of crises.
{"title":"COVID in Australia: HR managers' challenges and opportunities","authors":"Julie Connell, John Burgess, Roslyn Larkin","doi":"10.1111/1744-7941.12373","DOIUrl":"10.1111/1744-7941.12373","url":null,"abstract":"<p>Transitions to working from home due to the COVID pandemic led to a proliferation of literature and industry reports on changed work practices. However, this study set out to advance understanding of how human resource professionals managed the crises – adding to the limited literature on this perspective. Data was collected during late 2020/early 2021 through interviews with human resource professionals. Data was analysed using coding techniques enabling findings to be organised into relevant concepts and categories. Contributions to practice include the range of challenges and opportunities associated with working from home, which are outlined here as technical and behavioural recommendations. These include the need for improved IT support and IT literacy across the workforce; issues linked to employee isolation, managing privacy, workload, and the management of remote employees. This paper draws on institutional theory, stressing the importance of context in shaping HRM strategies in times of crises.</p>","PeriodicalId":51582,"journal":{"name":"Asia Pacific Journal of Human Resources","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2023-04-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49153455","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
To achieve sustainable development, research has indicated that organizations and individuals should be aware of the significance of sustainable human resource management (HRM) practices. However, relatively little research has investigated individual outcomes. This study links sustainable HRM practices with an important individual outcome: career growth. Using social cognitive career theory, this study investigated psychological capital and career growth as beneficial outcomes of sustainable HRM practices, proposing person–organization (P-O) fit as a key boundary condition. Based on time-lagged survey data collected from a Chinese company, the study found that sustainable HRM practices could significantly promote psychological capital and career growth. Moreover, P-O fit magnified the beneficial impact of sustainable HRM practices on psychological capital while further moderating the mediating effect of psychological capital. When P-O fit was high, the effects of sustainable HRM practices on psychological capital and career growth were stronger. In addition, we discussed theoretical contributions and practical implications.
{"title":"Promoting employee career growth: the benefits of sustainable human resource management","authors":"Bao Cheng, Xiaotong Yu, Yun Dong, Chong Zhong","doi":"10.1111/1744-7941.12371","DOIUrl":"10.1111/1744-7941.12371","url":null,"abstract":"<p>To achieve sustainable development, research has indicated that organizations and individuals should be aware of the significance of sustainable human resource management (HRM) practices. However, relatively little research has investigated individual outcomes. This study links sustainable HRM practices with an important individual outcome: career growth. Using social cognitive career theory, this study investigated psychological capital and career growth as beneficial outcomes of sustainable HRM practices, proposing person–organization (P-O) fit as a key boundary condition. Based on time-lagged survey data collected from a Chinese company, the study found that sustainable HRM practices could significantly promote psychological capital and career growth. Moreover, P-O fit magnified the beneficial impact of sustainable HRM practices on psychological capital while further moderating the mediating effect of psychological capital. When P-O fit was high, the effects of sustainable HRM practices on psychological capital and career growth were stronger. In addition, we discussed theoretical contributions and practical implications.</p>","PeriodicalId":51582,"journal":{"name":"Asia Pacific Journal of Human Resources","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2023-04-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46431745","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Technology has made life more complex, and mobile working (mWork) captures the way employees’ smart-device use (e.g. smartphones, laptops etc.) can facilitate working during family time at home and what the effects of this use are. Engaging in mWork is expected to be detrimental to employee outcomes. In this study, mWork is explored as it relates to turnover intentions and work–family and family–work conflict, with conflict expected to mediate the influence on turnover. Furthermore, given the potential dynamics from gender and parental status, these are both included as moderators, and ultimately a moderated mediation model is tested. Using data from 419 New Zealand employees just after New Zealand's lockdown finished in May 2020, there is overall strong support found for the direct and mediation hypotheses. Overall, mWork influences turnover intentions by blurring the line between work and personal life (leading to higher work–family and family–work conflict), and these also influence turnover intentions.
{"title":"Smartdevice use in a COVID-19 world: Exploring work–family conflict and turnover intentions","authors":"Simon Wilkinson, Jarrod Haar","doi":"10.1111/1744-7941.12370","DOIUrl":"10.1111/1744-7941.12370","url":null,"abstract":"<p>Technology has made life more complex, and mobile working (mWork) captures the way employees’ smart-device use (e.g. smartphones, laptops etc.) can facilitate working during family time at home and what the effects of this use are. Engaging in mWork is expected to be detrimental to employee outcomes. In this study, mWork is explored as it relates to turnover intentions and work–family and family–work conflict, with conflict expected to mediate the influence on turnover. Furthermore, given the potential dynamics from gender and parental status, these are both included as moderators, and ultimately a moderated mediation model is tested. Using data from 419 New Zealand employees just after New Zealand's lockdown finished in May 2020, there is overall strong support found for the direct and mediation hypotheses. Overall, mWork influences turnover intentions by blurring the line between work and personal life (leading to higher work–family and family–work conflict), and these also influence turnover intentions.</p>","PeriodicalId":51582,"journal":{"name":"Asia Pacific Journal of Human Resources","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2023-04-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1744-7941.12370","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47860651","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
How managers evaluate employees' ideas and when they endorse or reject them have always been concerns. Based on categorization theory, we theorize that middle managers with multiple responsibilities and limited resources tend to label excessive voices as threats instead of opportunities. We thus propose an inverted U-shaped relationship between voice frequency and voice endorsement that sequentially influences job performance. Further, perceived task interdependence, related to how an individual makes sense of issues in the team, will influence voice content and moderate the curvilinear relationship between voice frequency and job performance through voice endorsement. A three-wave time-lagged survey of Chinese firms, including 299 employees and 37 supervisors, provided convergent support for this theoretical model. Our research contributes to the voice literature by exploring how middle managers' limited resources and multiple responsibilities influence their voice evaluation process. This research thus has practical implications for both organizations and employees, as it suggests organizations allocate resources to facilitate managers' implementation of voice and provides suggestions for effective voice experience.
管理者如何评价员工的想法以及何时认可或拒绝员工的想法一直是人们关注的问题。基于分类理论,我们推断,肩负多重职责且资源有限的中层管理者倾向于将过多的声音视为威胁而非机遇。因此,我们提出了声音频率与声音认可之间的倒 U 型关系,这种关系会依次影响工作绩效。此外,感知到的任务相互依赖性与个人如何理解团队中的问题有关,它将影响声音内容,并通过声音认可缓和声音频率与工作绩效之间的曲线关系。对中国企业进行的三波时滞调查(包括 299 名员工和 37 名主管)为这一理论模型提供了趋同支持。我们的研究通过探讨中层管理者的有限资源和多重责任如何影响他们的声音评价过程,为声音研究做出了贡献。因此,这项研究对组织和员工都有实际意义,因为它建议组织分配资源以促进管理者实施话语权,并为有效的话语权体验提供了建议。
{"title":"From opportunity to threat: the non-linear relationship between voice frequency and job performance via voice endorsement","authors":"Limei Zhang, Hui Chen","doi":"10.1111/1744-7941.12368","DOIUrl":"10.1111/1744-7941.12368","url":null,"abstract":"<p>How managers evaluate employees' ideas and when they endorse or reject them have always been concerns. Based on categorization theory, we theorize that middle managers with multiple responsibilities and limited resources tend to label excessive voices as threats instead of opportunities. We thus propose an inverted U-shaped relationship between voice frequency and voice endorsement that sequentially influences job performance. Further, perceived task interdependence, related to how an individual makes sense of issues in the team, will influence voice content and moderate the curvilinear relationship between voice frequency and job performance through voice endorsement. A three-wave time-lagged survey of Chinese firms, including 299 employees and 37 supervisors, provided convergent support for this theoretical model. Our research contributes to the voice literature by exploring how middle managers' limited resources and multiple responsibilities influence their voice evaluation process. This research thus has practical implications for both organizations and employees, as it suggests organizations allocate resources to facilitate managers' implementation of voice and provides suggestions for effective voice experience.</p>","PeriodicalId":51582,"journal":{"name":"Asia Pacific Journal of Human Resources","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2023-03-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49461702","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}