被拒绝的代价:拒绝对团队新人人际帮助行为的理论分析

IF 1.6 Q3 MANAGEMENT Team Performance Management Pub Date : 2016-06-09 DOI:10.1108/TPM-01-2016-0003
S. Chou, Tree Chang
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引用次数: 4

摘要

本研究旨在建立团队成员交换(TMX)、团队认同和职场孤独感在团队成员拒绝新员工人际帮助行为(IHB)的影响下的理论模型。设计/方法/方法进行了理论分析。研究结果:作者提出以下观点。首先,较高水平的IHB拒绝导致新人的TMX和团队认同水平较低,以及更高水平的职场孤独感。第二,新来的TMX介导水生生物研究所拒绝之间的关系和职场新人的孤独和团队识别。最后,新员工的团队认同在IHB拒绝与新员工职场孤独感之间起中介作用。本理论研究提供以下管理启示。首先,管理者需要主动实施策略,通过与现有成员建立牢固的正式工作关系,帮助满足新成员的加入需求。其次,建议管理者考虑使用策略,促进新成员和现有团队成员之间有效非正式关系的发展。第三,管理者需要举办非正式的社交活动,让新员工有机会展示他们的助人行为。第四,管理者应该定期告诉现有的团队成员,新成员进入新的人际环境会引发一些常见的焦虑和恐惧。最后,管理者可以利用指导计划,帮助新员工准确地解释他们周围发生的现象。原创性/价值这一理论研究是第一个研究组织中IHB拒绝的后果的研究。
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The costs of being rejected: A theoretical analysis of rejections to newcomers’ interpersonal helping behaviours in teams
Purpose This paper aims to develop a theoretical model describing how newcomers’ team-member exchange (TMX), team identification and workplace loneliness may be affected by existing team members’ rejections to the newcomers’ interpersonal helping behavior (IHB). Design/methodology/approach A theoretical analysis was performed. Findings The authors propose the following propositions. First, higher levels of IHB rejections result in lower levels of TMX and team identification and higher levels of workplace loneliness experienced by a newcomer. Second, a newcomer’s TMX mediates the relationship between IHB rejections and the newcomer’s workplace loneliness and team identification. Finally, a newcomer’s team identification mediates the relationship between IHB rejections and the newcomer’s workplace loneliness. Practical implications This theoretical study provides the following managerial implications. First, managers need to proactively implement tactics that help satisfy newcomers’ affiliation needs through the development of strong formal work relationships with existing members. Second, managers are advised to consider the use of tactics that facilitate the development of effective informal relationships between newcomers and existing team members upon the entry of the team. Third, managers need to implement informal social events where newcomers have the opportunity to exhibit their helpful behaviors. Fourth, managers should periodically inform existing team members of some common anxieties and fears of newcomers that are triggered by entering new interpersonal environments. Finally, managers may utilize mentoring programs that help facilitate newcomers’ accurate interpretations of phenomena occurring around them. Originality/value This theoretical study is the first study that examines consequences of IHB rejections in organizations.
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来源期刊
CiteScore
3.40
自引率
29.40%
发文量
28
期刊介绍: This international journal contributes to the successful implementation and development of work teams and team-based organizations by providing a forum for sharing experience and learning to stimulate thought and transfer of ideas. It seeks to bridge the gap between research and practice by publishing articles where the claims are evidence-based and the conclusions have practical value. Effective teams form the heart of every successful organization. But team management is one of the hardest challenges faced by managers.
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