本研究探讨了组织内卷感知以及其不同维度对员工主动行为的双重影响机制,重点分析了未来工作自我清晰度的中介作用。通过对450份有效问卷的分析发现,组织内卷的不同维度对员工主动行为产生了激发和抑制的双重作用。具体而言,心理压力和...本研究探讨了组织内卷感知以及其不同维度对员工主动行为的双重影响机制,重点分析了未来工作自我清晰度的中介作用。通过对450份有效问卷的分析发现,组织内卷的不同维度对员工主动行为产生了激发和抑制的双重作用。具体而言,心理压力和资源稀缺对员工主动行为有抑制作用,而社会规范和竞争行为则有激发作用。此外,未来工作自我清晰度在各个维度对主动性行为的影响中均发挥部分中介作用。本研究为理解组织内卷对员工行为的复杂影响提供了理论和实践依据。This study investigates the dual impact mechanism of perceived organizational involution and its various dimensions on employee proactive behavior, with a particular focus on analyzing the mediating role of Future Work Self Salience. Through the analysis of 450 valid questionnaires, it was found that different dimensions of organizational involution have both stimulating and inhibitory effects on employee proactive behavior. Specifically, psychological pressure and resource scarcity inhibit employee proactive behavior, while social norms and competitive behavior stimulate it. Additionally, Future Work-Self Salience partially mediates the impact of each dimension on proactive behavior. This study provides theoretical and practical insights for understanding the complex influence of organizational involution on employee behavior.展开更多
研究人员提出,包容型领导有助于员工在工作中积极主动,可以促进员工带来改变的机会。然而,实证研究表明,包容型对员工主动行为的影响是混合的。在本研究中,为了调和包容型领导对员工主动行为影响的不一致的研究结果,作者考虑了包容型领...研究人员提出,包容型领导有助于员工在工作中积极主动,可以促进员工带来改变的机会。然而,实证研究表明,包容型对员工主动行为的影响是混合的。在本研究中,为了调和包容型领导对员工主动行为影响的不一致的研究结果,作者考虑了包容型领导在塑造员工主动行为中的内容、中介机制和边界条件。基于依恋理论,作者提出来自领导者的包容与支持通过增加员工的自我效能和自主动机,正向预测员工的主动工作行为。这些假设在来自北京和河北地区的135个员工样本中得到了支持。作者进一步提出,包容型领导的有益效应对依恋安全性较低的个体更为显著。这一假设也得到了支持:依恋焦虑高的个体尤其受益于包容型领导对自我效能的影响;而依恋回避高的个体,在包容型领导对自主动机的影响上尤其受益。我们的研究有助于解释包容型如何激励员工的主动行为,特别是对于那些依恋安全性较低的个体。Researchers suggest that inclusive leadership can help employees be proactive in their work and promote opportunities for change. However, empirical research has shown that the impact of inclusivity on employee proactive behavior is mixed. In this study, in order to reconcile the inconsistent research results on the impact of inclusive leadership on employee proactive behavior, the authors considered the content, mediating mechanisms, and boundary conditions of inclusive leadership in shaping employee proactive behavior. Based on attachment theory, the author proposes that tolerance and support from leaders positively predict employees’ proactive work behavior by increasing their self-efficacy and autonomous motivation. These hypotheses were supported by a sample of 135 employees from Beijing and Hebei regions. The author further proposes that the beneficial effects of inclusive leadership are more significant for individuals with lower attachment security. This hypothesis is also supported: individuals with high attachment anxiety particularly benefit from the influence of inclusive leadership on self-efficacy;Individuals with high attachment avoidance tend to benefit particularly from the influence of inclusive leadership on autonomous motivation. Our research helps to explain how inclusive individuals motivate proactive behavior among employees, especially for those with lower attachment security.展开更多
文摘本研究探讨了组织内卷感知以及其不同维度对员工主动行为的双重影响机制,重点分析了未来工作自我清晰度的中介作用。通过对450份有效问卷的分析发现,组织内卷的不同维度对员工主动行为产生了激发和抑制的双重作用。具体而言,心理压力和资源稀缺对员工主动行为有抑制作用,而社会规范和竞争行为则有激发作用。此外,未来工作自我清晰度在各个维度对主动性行为的影响中均发挥部分中介作用。本研究为理解组织内卷对员工行为的复杂影响提供了理论和实践依据。This study investigates the dual impact mechanism of perceived organizational involution and its various dimensions on employee proactive behavior, with a particular focus on analyzing the mediating role of Future Work Self Salience. Through the analysis of 450 valid questionnaires, it was found that different dimensions of organizational involution have both stimulating and inhibitory effects on employee proactive behavior. Specifically, psychological pressure and resource scarcity inhibit employee proactive behavior, while social norms and competitive behavior stimulate it. Additionally, Future Work-Self Salience partially mediates the impact of each dimension on proactive behavior. This study provides theoretical and practical insights for understanding the complex influence of organizational involution on employee behavior.
文摘研究人员提出,包容型领导有助于员工在工作中积极主动,可以促进员工带来改变的机会。然而,实证研究表明,包容型对员工主动行为的影响是混合的。在本研究中,为了调和包容型领导对员工主动行为影响的不一致的研究结果,作者考虑了包容型领导在塑造员工主动行为中的内容、中介机制和边界条件。基于依恋理论,作者提出来自领导者的包容与支持通过增加员工的自我效能和自主动机,正向预测员工的主动工作行为。这些假设在来自北京和河北地区的135个员工样本中得到了支持。作者进一步提出,包容型领导的有益效应对依恋安全性较低的个体更为显著。这一假设也得到了支持:依恋焦虑高的个体尤其受益于包容型领导对自我效能的影响;而依恋回避高的个体,在包容型领导对自主动机的影响上尤其受益。我们的研究有助于解释包容型如何激励员工的主动行为,特别是对于那些依恋安全性较低的个体。Researchers suggest that inclusive leadership can help employees be proactive in their work and promote opportunities for change. However, empirical research has shown that the impact of inclusivity on employee proactive behavior is mixed. In this study, in order to reconcile the inconsistent research results on the impact of inclusive leadership on employee proactive behavior, the authors considered the content, mediating mechanisms, and boundary conditions of inclusive leadership in shaping employee proactive behavior. Based on attachment theory, the author proposes that tolerance and support from leaders positively predict employees’ proactive work behavior by increasing their self-efficacy and autonomous motivation. These hypotheses were supported by a sample of 135 employees from Beijing and Hebei regions. The author further proposes that the beneficial effects of inclusive leadership are more significant for individuals with lower attachment security. This hypothesis is also supported: individuals with high attachment anxiety particularly benefit from the influence of inclusive leadership on self-efficacy;Individuals with high attachment avoidance tend to benefit particularly from the influence of inclusive leadership on autonomous motivation. Our research helps to explain how inclusive individuals motivate proactive behavior among employees, especially for those with lower attachment security.
