文献类型：期刊文献

中文题名：“为装而说”:野心家取向、印象管理动机与员工建言

英文题名：“Speak for show”:Careerist orientation,motivations for impression management and employee voice

作者：关涛[1];吴日源[1];丁炯[1]

机构：[1]华东理工大学商学院,上海200237

年份：2021

卷号：35

期号：6

起止页码：64

中文期刊名：管理工程学报

外文期刊名：Journal of Industrial Engineering and Engineering Management

收录：CSTPCD;;国家哲学社会科学学术期刊数据库;北大核心:【北大核心2020】；CSCD:【CSCD2021_2022】；CSSCI:【CSSCI2021_2022】；

基金：国家哲学社会科学基金资助项目(14BGL176)。

语种：中文

中文关键词：野心家取向;印象管理;逢迎;自我推销;员工建言;

外文关键词：Careerist orientation;Impression management;Flattery;Self-promotion;Voice;

摘要：野心家取向的员工,为了获得非绩效手段的晋升或好评,可能会产生逢迎和自我推销等印象管理动机,进而导致"为装而说"的印象管理式建言。现有文献主要集中在员工建言的正面动机,对这种印象管理动机支配的建言现象及其发生过程关注不够。本研究构建了"野心家思维取向―印象管理动机―建言行为"的理论模型,问卷调研和数据分析后发现:(1)野心家取向会引发自我监控和组织政治知觉等思维意识;(2)野心家思维意识知觉会促使员工产生逢迎与自我推销等印象管理动机;(3)印象管理动机会导致员工建言;(4)证实了野心家取向通过提升野心家思维意识后,会引发印象管理动机,并最终导致员工建言的复杂链式中介效应。本研究解释了野心家思维取向的自利意识,如何促成印象管理动机并最终导致建言的详细发生过程,有助于认识员工建言背后隐藏的自利意识和负面动机,也便于管理者据此判断员工建言的质量。
Current organizations are increasingly confronted with complex and dynamic environments,employees’improvementoriented voices can boost group performance to better cope with the changing contexts.However,the voices which lack substantial content or do not truly represent what employees think and feel will not lead to better organizational performance.Careerist orientation in the group are inclined to speak-for-show to build their presence in the company,via flattery or self-promotion,with a self-interested aim to be fast-tracked or overappraised which are not based on merit.The existing literature mostly discusses the positive motivations of employee voice,but little attention is given to employees speaking up driven by the motivation of impression management.To help explain this phenomenon in the workplace,we propose an"careerist orientation-impression management motive-voices"theoretical model,to explore how careerist orientation leverage self-monitoring and political jockey,generate impression management behavioursdisplayed by flattery and self-promotion,and consequently shape the pathway to employees voices.To reduce the interference of common bias,this research collected data through multiple channels,and used"random snowball"method to ensure the randomness of samples.Spanning over five months,we finally obtained 120 valid samples.Since the theoretical model contains a chain mediation,the structural equation model(SEM)was used to test the direct effect,and the intermediate effect was verified by Bootstrap method.Except that the effect of self-monitoring on self-promotion tendency was not significant,other hypotheses were all verified,and the chain mediating effect all existed.The findings indicated that:(1)careerist orientation will initiate a mentality such as self-monitoring and political jockey;(2)This mentality will drive careerist orientation to generate impression management in the form of flattery and self-promotion;(3)Impression management motivation will lead to act of employee voice;(4)Once the careerist orientation is strenthened,it will stimulate impression management motivation and eventually lead to the complex chained mediating effect of voice behavior.Theoretical contributions.First of all,this research draws impression management theory to hypothesize the motivation and behavioral pattern of careerist orientation in the organization,and how they give their voices and"suggestions"accordingly.It is tested and supported by the survey results and reveals the presence of employee voices for the sake of personal impression management.Offering new perspectives and rationales,our research can be followed up and enriched by further studies on negative motivations for employee voices.Secondly,in spite of the fact that a few of the literatures have refered to impression management as a motivation,there is no clear empirical evidence on the complex path of careerist orientation’psychology originated from self-interest and subsequent behaviour of speaking up for the purpose of impression management.This paper extends the existing literature through robust and detailed analysis and advances the knowledge of employee voices.Finally,the study also expands the scope of application of impression management theory.Practical implications.This research has confirmed the negative motivation of speaking up in the organization.It urges managers to better identify the hidden intention of the subordinates who make voices,which is likely driven by impression management,therefore avoiding false assumptions on subordinates’psychology and act of speaking up.Hopefully it will minimize wrong decisions made upon job promotion or resource distribution.In addition,our research raises managers awareness to prudently examine the accountability of the voices,not to follow suit blindly.Finally,managers can control the risk of unconstructive voices by blocking the path of"speak up for the sake of impression management"through effective organizational intervention.To be more specific,the organizations should establish an objective,scientific and enforceable performance appraisal system,and evaluate employees’ability and performance in strict accordance with these assessment criteria.In a way it will undermine the careerist orientation motives to speak up for the purpose of impression management in return for non-merit-based and undeserved high performance evaluation feedback.Lastly,put in place a fair and consistent career pipeline,and avoid ad hoc promotions.It will prevent careerist orientation from being better-off simply by"speak-for-show".