员工感知的高绩效工作系统对员工亲社会性违规行为的影响:组织支持感和组织道德气氛的作用
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摘要
亲社会性违规行为可能会使组织陷入道德选择困境,组织给予那些为了获得重要顾客的认可或组织绩效的提高而违背组织规则的员工以惩罚还是奖励,这对企业实务管理者来说是一个难题,同时需要研究学者从理论层面来探究员工亲社会性违规行为的产生机理。本研究以社会交换理论为基础,依托543份有效问卷探讨了中国管理情境下员工感知的高绩效工作系统对员工亲社会性违规行为的影响机制。实证结果表明:(1)员工感知的高绩效工作系统对员工亲社会性违规行为有显著正向影响;(2)组织支持感在员工感知的高绩效工作系统和员工亲社会性违规行为之间起部分中介作用;(3)工具型和关爱型道德气氛正向调节组织支持感与员工亲社会性违规行为之间的关系,且正向调节员工感知的高绩效工作系统与员工亲社会性违规行为之间经由组织支持感的间接效应;(4)规则型道德气氛负向调节组织支持感与员工亲社会性违规行为之间的关系,且负向调节组织支持感在员工感知的高绩效工作系统与员工亲社会性违规行为间的中介作用。本研究丰富了员工感知的高绩效工作系统对亲社会性违规行为的作用机制和影响边界,同时对组织实施的高绩效工作系统具有一定的指导意义。
Pro-social rule-breaking behavior(PSRB) may cause ethical dilemmas for organizations. The decision of whether or not to reward employees who break organizational rules to satisfy customers or improve organizational performance is a difficult problem for business managers. At the same time, it is necessary for researchers to explore the mechanism of employees' PSRB at the theoretical level. Based on social exchange theory, using a sample of 543 Chinese workers, this study examines the effect of perceived High Performance Work Systems(HPWS) on PSRB. The results indicate that:(1) Employees' perceptions of HPWS are positively related to employees' PSRB;(2) The relationship between employees' perceptions of HPWS and PSRB was partially moderated by employees' perceived organizational support(POS);(3) an organization's instrumental ethical climate and caring ethical climate positively moderate the relationship between POS and PSRB, as well as the indirect effect of HPWS on PSRB through POS;(4) an organization's rules ethical climate negatively moderates the relationship between POS and PSRB, as well as the indirect effect of HPWS on PSRB through POS. This research describes the mechanism through which perceived HPWS influence PSRB, as well as boundary conditions influencing this relationship. Guidance is also provided to managers regarding the implementation of HPWS.
Pro-social rule-breaking behavior(PSRB) may cause ethical dilemmas for organizations. The decision of whether or not to reward employees who break organizational rules to satisfy customers or improve organizational performance is a difficult problem for business managers. At the same time, it is necessary for researchers to explore the mechanism of employees' PSRB at the theoretical level. Based on social exchange theory, using a sample of 543 Chinese workers, this study examines the effect of perceived High Performance Work Systems(HPWS) on PSRB. The results indicate that:(1) Employees' perceptions of HPWS are positively related to employees' PSRB;(2) The relationship between employees' perceptions of HPWS and PSRB was partially moderated by employees' perceived organizational support(POS);(3) an organization's instrumental ethical climate and caring ethical climate positively moderate the relationship between POS and PSRB, as well as the indirect effect of HPWS on PSRB through POS;(4) an organization's rules ethical climate negatively moderates the relationship between POS and PSRB, as well as the indirect effect of HPWS on PSRB through POS. This research describes the mechanism through which perceived HPWS influence PSRB, as well as boundary conditions influencing this relationship. Guidance is also provided to managers regarding the implementation of HPWS.
引文
1.陈笃升.(2014).高绩效工作系统研究述评与展望:整合内容和程范式.外国经济与管理,36(5),50-60.
2 .陈志霞,陈传红.(2010).组织支持感及支持性人力资源管理对员工工作绩效的影响.数理科学与化学,29(4),719-727.
3 .程德俊,王蓓蓓.(2011).高绩效工作系统、人际信任和组织公民行为的关系——分配公平的调节作用,管理学报,8(5),727-733.
4 .何立,李锐,凌文辁.(2013).组织内亲社会性违规行为研究现状与展望.外国经济与管理,35(6),43-51.
5 .何燕珍,张瑞.(2016).授权型领导对服务类员工亲社会性违规行为的影响机理.中国人力资源开发,(2),17-28.
6 .李红,刘洪.(2014).组织中的建设性越轨行为研究回顾与展望.外国经济与管理,36(8),45-52.
7 .李锐,田晓明,柳士顺.(2015).仁慈领导会增加员工的亲社会性规则违背吗.心理学报,47(5),637-652.
8 .苗仁涛,周文霞,刘军.(2013).高绩效工作系统对员工行为的影响:一个社会交换视角及程序公平的调节作用.南开管理评论,16(5),38-50.
9 .苗仁涛,周文霞,刘丽.(2015).高绩效工作系统有助于员工建言?一个被中介的调节作用模型.管理评论,27(7),105-115.
10 .徐世勇,朱金强.(2017).道德领导与亲社会违规行为:双中介模型.心理学报,49(1),106-115.
11 .张四龙,李明生.(2013).组织道德气氛对组织公民行为的影响:组织认同的中介作用.管理评论,25(11),85-94.
12 .Adebayo,D.(2015).Ethical attitudes and pro-social behaviour in the Nigeria police:Moderator effects of perceived organizational support and public recognition.Policing An International Journal of Police Strategies and Management,28(4),684-705.
13 .Aiken L.S.,&West,S.G.(1991).Multiple regression:Testing and interpreting interactions.London:Sage,9-21.
14 .Appelbaum,S.H.,Iaconi,G.D.,&Matousek,A.(2007).Positive and negative deviant workplace behaviors:causes,impacts,and solutions.Corporate Governance International Journal of Business in Society,7(5),586-598.
15.Aquino,K.,&Becker,T.E.(2010).Lying in negotiations:How individual and situational factors influence the use of neutralization strategies.Journal of Organizational Behavior,26(6),661-679.
16 .Arefin,M.S.,Arif,I.,&Raquib,M.(2015).High-performance work systems and proactive behavior:The mediating role of psychological empowerment.International Journal of Business and Management,10(3),132-140.
17 .Bolino,M.C.,&Grant,A.M.(2016).The bright side of being pro-social at work,and the dark side,too:A review and agenda for research on other-oriented motives,behavior,and impact in organizations.The Academy of Management Annals,10(1),1-94.
18 .Brief,A.P.,&Motowidlo,S.J.(1986).Pro-social organizational behaviors.Academy of Management Review,11(4),710-725.
19 .Bulutlar,F.,&?z,E.ü.(2009).The effects of ethical climates on bullying behaviour in the workplace.Journal of Business Ethics,86(3),273-295.
20 .Chang,S.,Jia,L.,Takeuchi,R.,&Cai,Y.(2014).Do highcommitment work systems affect creativity?A multilevel combinational approach to employee creativity.Journal of Applied Psychology,99(4),665-680.
21 .Chen,M.,Chen,C.C.,&Sheldon,O.J.(2016).Relaxing moral reasoning to win:How organizational identification relates to unethical proorganizational behavior.Journal of Applied Psychology,101(8),1082-1096.
22 .Chen,Z.,Eisenberger,R.,Johnson,K.M.,Sucharski,I.L,&Aselage,J.(2009).Perceived organizational support and extra-role performance:Which leads to which?Journal of Social Psychology,149(1),119-124.
23 .Colquitt,J.A.,Baer,M.D.,Long,D.M.,&Halvorsen,M.D.(2014).Scale indicators of social exchange relationships:A comparison of relative content validity.Journal of Applied Psychology,99(4),599-618.
24 .Dahling,J.J.,Chau,S.L.,&Mayer,D.M.(2012).Breaking rules for the right reasons?An investigation of pro-social rule breaking.Journal of Organizational Behavior,33(1),21-42.
25 .Eisenberger,R.,Huntington,R.,Hutchison.S.,&Sowa,D.(1986).Perceived organizational support.Journal of Applied Psychology,71(3),500-507.
26 .Hayes,A.F.(2013).Introduction to mediation,moderation,and conditional process analysis:A regression-based approach.New York:The Guilford Press,368-389.
27 .Huang,G.H.,Wellman,N.,Ashford,S.J.,Lee,C.,&Wang,L.(2017).Deviance and exit:The organizational costs of job insecurity and moral disengagement.Journal of Applied Psychology,102(1),26-42.
28 .Jiang,K.,Lepak,D.P.,Hu,J.,&Baer,J.C.(2012).How does human resource management influence organizational outcomes?A metaanalytic investigation of mediating mechanisms.Academy of Management Journal,55(6),1264-1294.
29.Jiang,K.,&Messersmith,J.(2017).On the shoulders of giants:a meta-review of strategic human resource management.The International Journal of Human Resource Management,(4),1-28.
30 .Kehoe,R.R.&Collins,C.J.(2017).Human resource management and unit performance in knowledge-intensive work.Journal of Applied Psychology,102(8),1222-1236.
31 .Kehoe,R.R.,&Wright,P.M.(2013).The impact of highperformance human resource practices on employees'attitudes and behaviors.Journal of Management,36(2),366-391.
32 .Kurtessis,J.N.,Eisenberger,R.,Ford,M.T.,Buffardi,L.C.,Stewart,K.A.,&Adis,C.S.(2017).Perceived organizational support:A meta-analytic evaluation of organizational support theory.Journal of Management,43(6),1854-1884.
33 .Leung,A.S.(2008).Matching ethical work climate to in-role and extra-role behaviours in a collectivist work setting.Journal of Business Ethics,79(1-2),43-55.
34 .Liao,H.,Toya,K.,Lepak,D.P.,&Hong,Y.(2009).Do they see eye to eye?Management and employee perspectives of high-performance work systems and influence processes on service quality.Journal of Applied Psychology,94(2),371-391.
35 .Lee,H.W.,Pak,J.,Kim,S.,&Li,L.Z.(in press).E ff e c t s o f h u m a n r e s o u r c e m a n a g e m e n t s y s t e m s o n e m p l o y e e proactivity and group innovation.Journal of Management,DOI:org/10.1177/0149206316680029.
36 .Martin,K.D.,&Cullen,J.B.(2006).Continuities and extensions of ethical climate theory:A meta-analytic review.Journal of Business Ethics,69(2),175-194.
37 .Mayer,D.M.,Caldwell,J.,Ford,R.C.(2007,August).Should I serve my customer or my supervisor?A relational perspective on pro-social rule breaking.Paper Presented at the 67th Annual Meeting of the Academy of Management,Philadelphia,America.
38 .Mayes,B.T.,Finney,T.G.,Johnson,T.W.,Shen,J.,&Yi,L.(2016).The effect of human resource practices on perceived organizational support in the People's Republic of China.The International Journal of Human Resource Management,28(9),1-30.
39 .Morrison,E.W.(2006).Doing the job well:An investigation of pro-social rule breaking.Journal of Management,32(1),5-28.
40 .Ostroff,C.,&Bowen,D.E.(2016).Reflections on the 2014decade award:Is there strength in the construct of HR system strength?Academy of Management Review,41(2),196-214.
41 .Parboteeah,P.K.,&Kapp,E.A.(2008).Ethical climates and workplace safety behaviours:An empirical investigation.Journal of Business Ethics,80(3),515-529.
42 .Parks,J.M.,Ma,L.,&Gallagher,D.(2010).Elasticity in the rules of the game:Exploring organizational expedience.Human Relations,63(5),701-730.
43.Vardaman,J.M.,Gondo,M.B.,&Allen,D.G.(2014).Ethical climate and pro-social rule breaking in the workplace.Human Resource Management Review,24(1),108-118.
44 .Vadera,A.K,Pratt,M.G.,&Mishra,P.(2013).Constructive deviance in organizations:Integrating and moving forward.Journal of Management,39(5),1221-1276.
45 .Victor,B.,&Cullen,J.B.(1987).A theory and measure of ethical climate in organizations.Research in Corporate Social Performance and Policy,9(1),51-71.
46 .Wang,Y.D.,&Hsieh,H.H.(2013).Organizational ethical climate,perceived organizational support,and employee silence:A crosslevel investigation.Human Relations,66(6),783-802.
47 .Wimbush,J.C.,&Shepard,J.M.(1994).Toward an understanding of ethical climate:Its relationship to ethical behaviour and supervisory influence.Journal of Business Ethics,13(8),637-647.
48 .Xiao,Z.,&Bj?rkman,I.(2006).High commitment work systems in Chinese organizations:A preliminary measure:High commitment measure.Management and Organization Review,2(3),403-422.
49 .Zoghbi-Manrique-De-Lara,P.,&Guerra,B.R.(2016).Exploring the influence of ethical climate on employee compassion in the hospitality industry.Journal of Business Ethics,133(3),605-617.
2 .陈志霞,陈传红.(2010).组织支持感及支持性人力资源管理对员工工作绩效的影响.数理科学与化学,29(4),719-727.
3 .程德俊,王蓓蓓.(2011).高绩效工作系统、人际信任和组织公民行为的关系——分配公平的调节作用,管理学报,8(5),727-733.
4 .何立,李锐,凌文辁.(2013).组织内亲社会性违规行为研究现状与展望.外国经济与管理,35(6),43-51.
5 .何燕珍,张瑞.(2016).授权型领导对服务类员工亲社会性违规行为的影响机理.中国人力资源开发,(2),17-28.
6 .李红,刘洪.(2014).组织中的建设性越轨行为研究回顾与展望.外国经济与管理,36(8),45-52.
7 .李锐,田晓明,柳士顺.(2015).仁慈领导会增加员工的亲社会性规则违背吗.心理学报,47(5),637-652.
8 .苗仁涛,周文霞,刘军.(2013).高绩效工作系统对员工行为的影响:一个社会交换视角及程序公平的调节作用.南开管理评论,16(5),38-50.
9 .苗仁涛,周文霞,刘丽.(2015).高绩效工作系统有助于员工建言?一个被中介的调节作用模型.管理评论,27(7),105-115.
10 .徐世勇,朱金强.(2017).道德领导与亲社会违规行为:双中介模型.心理学报,49(1),106-115.
11 .张四龙,李明生.(2013).组织道德气氛对组织公民行为的影响:组织认同的中介作用.管理评论,25(11),85-94.
12 .Adebayo,D.(2015).Ethical attitudes and pro-social behaviour in the Nigeria police:Moderator effects of perceived organizational support and public recognition.Policing An International Journal of Police Strategies and Management,28(4),684-705.
13 .Aiken L.S.,&West,S.G.(1991).Multiple regression:Testing and interpreting interactions.London:Sage,9-21.
14 .Appelbaum,S.H.,Iaconi,G.D.,&Matousek,A.(2007).Positive and negative deviant workplace behaviors:causes,impacts,and solutions.Corporate Governance International Journal of Business in Society,7(5),586-598.
15.Aquino,K.,&Becker,T.E.(2010).Lying in negotiations:How individual and situational factors influence the use of neutralization strategies.Journal of Organizational Behavior,26(6),661-679.
16 .Arefin,M.S.,Arif,I.,&Raquib,M.(2015).High-performance work systems and proactive behavior:The mediating role of psychological empowerment.International Journal of Business and Management,10(3),132-140.
17 .Bolino,M.C.,&Grant,A.M.(2016).The bright side of being pro-social at work,and the dark side,too:A review and agenda for research on other-oriented motives,behavior,and impact in organizations.The Academy of Management Annals,10(1),1-94.
18 .Brief,A.P.,&Motowidlo,S.J.(1986).Pro-social organizational behaviors.Academy of Management Review,11(4),710-725.
19 .Bulutlar,F.,&?z,E.ü.(2009).The effects of ethical climates on bullying behaviour in the workplace.Journal of Business Ethics,86(3),273-295.
20 .Chang,S.,Jia,L.,Takeuchi,R.,&Cai,Y.(2014).Do highcommitment work systems affect creativity?A multilevel combinational approach to employee creativity.Journal of Applied Psychology,99(4),665-680.
21 .Chen,M.,Chen,C.C.,&Sheldon,O.J.(2016).Relaxing moral reasoning to win:How organizational identification relates to unethical proorganizational behavior.Journal of Applied Psychology,101(8),1082-1096.
22 .Chen,Z.,Eisenberger,R.,Johnson,K.M.,Sucharski,I.L,&Aselage,J.(2009).Perceived organizational support and extra-role performance:Which leads to which?Journal of Social Psychology,149(1),119-124.
23 .Colquitt,J.A.,Baer,M.D.,Long,D.M.,&Halvorsen,M.D.(2014).Scale indicators of social exchange relationships:A comparison of relative content validity.Journal of Applied Psychology,99(4),599-618.
24 .Dahling,J.J.,Chau,S.L.,&Mayer,D.M.(2012).Breaking rules for the right reasons?An investigation of pro-social rule breaking.Journal of Organizational Behavior,33(1),21-42.
25 .Eisenberger,R.,Huntington,R.,Hutchison.S.,&Sowa,D.(1986).Perceived organizational support.Journal of Applied Psychology,71(3),500-507.
26 .Hayes,A.F.(2013).Introduction to mediation,moderation,and conditional process analysis:A regression-based approach.New York:The Guilford Press,368-389.
27 .Huang,G.H.,Wellman,N.,Ashford,S.J.,Lee,C.,&Wang,L.(2017).Deviance and exit:The organizational costs of job insecurity and moral disengagement.Journal of Applied Psychology,102(1),26-42.
28 .Jiang,K.,Lepak,D.P.,Hu,J.,&Baer,J.C.(2012).How does human resource management influence organizational outcomes?A metaanalytic investigation of mediating mechanisms.Academy of Management Journal,55(6),1264-1294.
29.Jiang,K.,&Messersmith,J.(2017).On the shoulders of giants:a meta-review of strategic human resource management.The International Journal of Human Resource Management,(4),1-28.
30 .Kehoe,R.R.&Collins,C.J.(2017).Human resource management and unit performance in knowledge-intensive work.Journal of Applied Psychology,102(8),1222-1236.
31 .Kehoe,R.R.,&Wright,P.M.(2013).The impact of highperformance human resource practices on employees'attitudes and behaviors.Journal of Management,36(2),366-391.
32 .Kurtessis,J.N.,Eisenberger,R.,Ford,M.T.,Buffardi,L.C.,Stewart,K.A.,&Adis,C.S.(2017).Perceived organizational support:A meta-analytic evaluation of organizational support theory.Journal of Management,43(6),1854-1884.
33 .Leung,A.S.(2008).Matching ethical work climate to in-role and extra-role behaviours in a collectivist work setting.Journal of Business Ethics,79(1-2),43-55.
34 .Liao,H.,Toya,K.,Lepak,D.P.,&Hong,Y.(2009).Do they see eye to eye?Management and employee perspectives of high-performance work systems and influence processes on service quality.Journal of Applied Psychology,94(2),371-391.
35 .Lee,H.W.,Pak,J.,Kim,S.,&Li,L.Z.(in press).E ff e c t s o f h u m a n r e s o u r c e m a n a g e m e n t s y s t e m s o n e m p l o y e e proactivity and group innovation.Journal of Management,DOI:org/10.1177/0149206316680029.
36 .Martin,K.D.,&Cullen,J.B.(2006).Continuities and extensions of ethical climate theory:A meta-analytic review.Journal of Business Ethics,69(2),175-194.
37 .Mayer,D.M.,Caldwell,J.,Ford,R.C.(2007,August).Should I serve my customer or my supervisor?A relational perspective on pro-social rule breaking.Paper Presented at the 67th Annual Meeting of the Academy of Management,Philadelphia,America.
38 .Mayes,B.T.,Finney,T.G.,Johnson,T.W.,Shen,J.,&Yi,L.(2016).The effect of human resource practices on perceived organizational support in the People's Republic of China.The International Journal of Human Resource Management,28(9),1-30.
39 .Morrison,E.W.(2006).Doing the job well:An investigation of pro-social rule breaking.Journal of Management,32(1),5-28.
40 .Ostroff,C.,&Bowen,D.E.(2016).Reflections on the 2014decade award:Is there strength in the construct of HR system strength?Academy of Management Review,41(2),196-214.
41 .Parboteeah,P.K.,&Kapp,E.A.(2008).Ethical climates and workplace safety behaviours:An empirical investigation.Journal of Business Ethics,80(3),515-529.
42 .Parks,J.M.,Ma,L.,&Gallagher,D.(2010).Elasticity in the rules of the game:Exploring organizational expedience.Human Relations,63(5),701-730.
43.Vardaman,J.M.,Gondo,M.B.,&Allen,D.G.(2014).Ethical climate and pro-social rule breaking in the workplace.Human Resource Management Review,24(1),108-118.
44 .Vadera,A.K,Pratt,M.G.,&Mishra,P.(2013).Constructive deviance in organizations:Integrating and moving forward.Journal of Management,39(5),1221-1276.
45 .Victor,B.,&Cullen,J.B.(1987).A theory and measure of ethical climate in organizations.Research in Corporate Social Performance and Policy,9(1),51-71.
46 .Wang,Y.D.,&Hsieh,H.H.(2013).Organizational ethical climate,perceived organizational support,and employee silence:A crosslevel investigation.Human Relations,66(6),783-802.
47 .Wimbush,J.C.,&Shepard,J.M.(1994).Toward an understanding of ethical climate:Its relationship to ethical behaviour and supervisory influence.Journal of Business Ethics,13(8),637-647.
48 .Xiao,Z.,&Bj?rkman,I.(2006).High commitment work systems in Chinese organizations:A preliminary measure:High commitment measure.Management and Organization Review,2(3),403-422.
49 .Zoghbi-Manrique-De-Lara,P.,&Guerra,B.R.(2016).Exploring the influence of ethical climate on employee compassion in the hospitality industry.Journal of Business Ethics,133(3),605-617.