摘要
本研究在整合心理资本理论与相关理论的基础上,通过对302位华南地区企业员工两阶段的问卷调查,考察了变革开放性在心理资本与变革支持行为关系中的中介作用以及工作自主性对该关系的调节作用。数据分析结果表明:(1)员工心理资本显著正向影响变革开放性和变革支持行为;(2)变革开放性在心理资本和变革支持行为的关系中起到部分中介作用;(3)工作自主性在变革开放性与变革支持行为的关系中起着正向调节作用。
Given the intense competition and the unpredictable change in the business world, increasing number of organizations realize that it is important to encourage employees to take active part in the process of enterprise reform. Extant studies have recognized that some systematic level reasons can promote employees＇ pro-change behavior, but few of these studies have examined the effects from the perspective of employees＇ cognitive and affective dimensions. This paper proposed and tested a moderated model in which psychological capital influences pro-change behavior based on the positive psychology theory and the planned behavior theory, with openness to change as a mediator based on the cogn/tive-affective system theory of personality （CAPS）, and work autonomy as a moderator based on the conservation ofresourco theory Data was collected from 302 employees of companies located in Guangdong Province through two stages in order to reduce the effect of common method bias. In the first stage employees responded to survey questions about psychological capital and work autonomy; 6 months later they answered questions about openness to change and pro-change behaviors. The Cronbach＇s alpha coefficients for the above measures were from .740 to .902, showing good reliability. Correlation analysis and hierarchical regression modeling were used to test the hypotheses proposed. In line with hypotheses, regression results revealed that： （1） Psychological capital has significant positive effects on pro-change behavior （fl = .324, p 〈 .001 ）; （2） Openness to change partly mediates the influence of psychological capital on pro-change behavior （fl = .214, p 〈 .001）; （3） Work autonomy moderates the influence of openness to change on pro-change behavior 03 = .109,p 〈 .01）. After this we drew an interaction graph which further confirmed the moderate effect of work autonomy on the relationship between openness to change and pro-change behavior. The current study has con^boted to the literature in three important ways. First, most studies have focused on the systematic factors for the employees＇ pro-change behavior, this study combined the positive psychology theory with organization change management. In addition, this study combined a cross-sectional design and a longitudinal design, fully considering the longitudinal effect on pro-change behaviors. Finally, this study specifed the boundary conditions of this model and revealed that employees perceived high work autonomy were more likely to engage in organization change. As such, this finding has opend a new window on the issue of pro-change behavior. This study also has some straightforward implications for managers and practitioners. On a general level, our findings demonstrate that if managers want to enhance the pro-change behaviors of their employees, they need to pay attention on employees＇ psychological capital. Further, our findings suggest that organizations should place high value on cultivating employees＇ openness to change, which also contributes to the increase of pro-change behavior of employees. Finally, managers should engage in enhancing employees＇ work autonomy. In terms of limitations, one was that the data only collected from a single source, this may cause some bias; future studies are necessary to collect subordinate-supervisor dyads data. Another limitation was that we collected the data from organizations in South of China; the generalization of the findings to other areas or cultures may be problematic.
出处
《心理科学》
CSSCI
CSCD
北大核心
2016年第4期934-941,共8页
Journal of Psychological Science
基金
广东省自然科学基金项目(408277493017)
教育部一般人文社会科学青年基金项目(15YJC630197)
广东软科学项目(2014A070703021)
广东省教育科学"十二五"规划项目(2013JK021)的资助
关键词
心理资本
变革开放性
变革支持行为
工作自主性
psychological capital, openness to change, change-supportive behavior, work autonomy
