领导一成员交换关系向上社会比较对员工工作行为的影响一基于相对剥夺理论视角
文献类型：学位论文
| 作者 | 王广曦 |
| 答辩日期 | 2023-06 |
| 文献子类 | 博士 |
| 授予单位 | 中国科学院大学 |
| 授予地点 | 中国科学院心理研究所 |
| 其他责任者 | 李永娟 |
| 关键词 | 领导一成员交换关系社会比较 领导一成员交换关系相对剥夺感 权利感 工作自我提升行为 工作退缩行为 |
| 学位名称 | 理学博士 |
| 学位专业 | 工业与组织心理学 |
| 其他题名 | The effect of header member exchange upward comparison on emblovees' working behaviors 一一the relative debpivation perspective |
| 中文摘要 | Different leader-member exchange developed by Team leaders in organizations will influence teams. Not only will the leader-member vertical dyadic exchange relationship affect employees' attitudes and behaviors, but other colleagues' leader-member exchange (LMX) within the team may also affect employees. Social comparisons with colleagues in terms of LMX can not only affect how employees perceive and treat each other, but also how they perceive and perform themselves. It has been widely supported by empirical research that employees' downward LMX comparison can enhance their work performance by enhancing their self-esteem, while the different psychological processes and outcomes that may result from employees' upward comparison are yet to be explored. Based on relative deprivation theory, this article first proposes the concept of Leader-Member Exchange Relative Deprivation (LMXRD) (i.e., when employees feel that they have not received the level of LMX they deserve) to explain the psychological mechanism by which upward LMX social comparison affects employees' work behavior. On this basis, it explores the effect of upward LMX social comparison on employee work behavior via LMXRD and its boundary conditions. Among them, the importance of leader-member exchange and personal entitlement regulate the relationship between upward LMX social comparison and LMXRD; meritocracy (i.e., the perceived likelihood of being able to change current team status through one's own efforts) moderates the relationship between LMXRD and employee work behavior, as well as the relationship between upward LMX social comparison and employee work behavior through LMXRD. Before testing the research model, we designed two pilot studies to explore whether employees' upward LMX social comparison would produce LMXRD and the measurement of LMXRD in work practice. Pilot study 1 aimed to test the former. Through semi-structured interviews with 15 employed staff and content analysis results, it was shown that the cognitive process mentioned most by employees in the process of upward LMX social comparison was the desire for high-quality interaction with leaders and entitlement for high-quality interaction, while the emotional experience mentioned most was dissatisfaction and a sense of loss. Both parts support this study's definition and description of LMXRD. The purpose of pilot study 2 was to develop a measurement for LMXRD. The study recruited 113 employed staff from a data collection platform to participate in an open-ended questionnaire survey, asking them to describe their psychological feelings when experiencing LMXRD. The content analysis results showed that the emotional component of LMXRD includes dissatisfaction and a sense of loss, while the cognitive component is employees' judgment that they have not received due recognition, attention and trust. Combining the results of pilot studies 1 and 2 with the measurement of relative deprivation in social situations, a general LMXRD scale consisting of five items was finally developed. Study 1 aimed to test the reliability and validity of the LMXRD scale and explore the research model at the individual level. The study recruited 350 employed staff from a data collection platform to participate in a questionnaire survey. The results showed that the LMXRD scale developed in pilot study 2 had good reliability, structural validity, discriminant validity and criterion-related validity. In addition, regression analysis showed that when personal entitlement was high, the relationship between upward LMX social comparison and LMXRD was stronger. When meritocracy was low, the relationship between LMXRD and work withdrawal behavior was stronger and the relationship between LMXRD and self-improvement behavior was weaker; when meritocracy was high, the relationship between LMXRD and work withdrawal behavior was weaker and the relationship between LMXRD and self-improvement behavior was stronger. Personal entitlement and meritocracy can moderate the indirect effect of upward LMX social comparison on employee work withdrawal behavior and self-improvement behavior through LMXRD. Study 2 tested the mediation effect of LMXRD on employee work behavior through upward LMX social comparison at the coworker dyadic level and its boundary conditions. The study used two-stage multi-source round-robin sampling to analyze hierarchical regression results showing that the interaction between upward LMX social comparison and personal entitlement had a significant effect on LMXRD; meritocracy can moderate the indirect effect of upward LMX social comparison through LMXRD on employee self-improvement behavior and work withdrawal behavior. Study 3 tested the causal relationship between upward social comparison of leader-member exchange relationships through LMXRD and employee work behavior through three scenario simulation experiments. Study 3a tested whether the impact of upward social comparison of leader-member exchange relationships on (LMXRD) is moderated by LMX importance and personal entitlement. The inter-group designed experimental results showed that there was a significant main effect of upward social comparison of LMX on LMXRD, and a significant interaction effect between upward social comparison of LMX importance and LMXRD. Study 3b tested whether two moderating variables, personal entitlement and meritocracy, have a moderating effect on the main effect and indirect effect. The inter-group designed experimental results showed that personal entitlement can moderate the relationship between upward social comparison of LMX and LMXRD; personal entitlement and meritocracy can simultaneously moderate the indirect effect of upward social comparison of LMX through LMXRD on employee work withdrawal behavior. Study 3c tested whether the moderating effect of LMX importance and personal entitlement on the relationship between upward social comparison of LMX and LMXRD and the indirect effect of upward social comparison of LMX through LMXRD on employee work behavior are different at different levels of meritocracy. The inter-group designed experimental resultsshowed that personal entitlement has a significant moderating effect on the relationship between upward social comparison of LMX and LMXRD; when meritocracy is low, there is no significant impact of upward social comparison of LMX through LMXRD on employee self-improvement behavior; when meritocracy is high, there is a significant positive impact. To conclude al the results, except for the hypothesis involving LMX importance, all three studies basically supported our research hypothesis. The concept of LMXRD proposed in this study helps us better understand the mechanism of the impact of horizontal LMX social comparison on employees involved and can more comprehensively understand the substantial impact of LMX differences in teams and organizations. It contributes to the development of LMX field and relative deprivation theory. In the context of LMX, when employees perceived that their roles in team are variable, employees' upward social comparison of LMX can also have a positive motivating effect on employees and is expected to provide theoretical guidance for team management practice. |
| 英文摘要 | 组织中团队领导发展的不同领导一成员交换关系(Leader-Member Exchange, LMX)会影响团队效能。不仅领导一成员垂直对偶的LMX会影响员工的态度和行为，团队内其他同事的LMX也可能对员工产生影响。与同事在LMX方面的社会比较，不仅会影响当事员工如何看待和对待对方，还可能会影响其如何看待和表现自己。员工关于LMX的向下比较，会通过提升自尊而提升自己的工作绩效已经得到实证研究的广泛支持，而同样普遍存在的员工向上比较可能产生的不同心理过程和结果还有待探索。 基于相对剥夺理论，本文首先提出领导一成员交换关系相对剥夺感(Leader-Member Exchange Relative Deprivation, LMXRD)的构念(即当事员工感到自己没有得到应得的LMX水平)，用于解释LMX的向上社会比较影响当事员工工作行为的心理机制。在此基础上，我们提出LMX重要性和权利感将调节LMX向上社会比较对LMXRD的影响;优绩管理知觉(即，知觉到多大可能性能够通过努力改变自身当前团队地位)会调节LMXRD对员工工作行为的影响。 在检验研究模型之前，我们设计2个预研究探索工作实践中员工关于LMX进行向上社会比较时是否会产生LMXRD以及编制LMXRD的测量工具。预研究1旨在检验前者。通过对巧位在职员工半结构化访谈及内容分析结果显示，员工在LMX向上比较过程中提及最多的认知过程是渴望与领导的优质互动和有权利或资格得到优质互动，提及最多的情感体验是不满意和失落。两部分内容均支持本研究对LMXRD的界定和描述。预研究2的目的是开发LMXRD的测量工具。研究从某数据收集平台招募113名在职员工参与开放式问卷调查，请他们描述经历LMXRD情境时的心理感受。内容分析结果显示LMXRD的情感成分主要是不满意和失落，认知成分则是员工判断没有得到应有的认可，重视和信任。综合预研究1和2的结果以及社会情境下相对剥夺感的测量工具，最终制定5个条目组成的一般性LMXRD量表。 研究1旨在检验LMXRD量表的信效度并从个体水平探索研究模型。研究从某数据收集平台招募了350名在职员工参与问卷调查，结果显示预研究2所开发的LMXRD量表具有良好的信效度。此外，回归分析表明，LMX向上社会比较对LMXRD的正向作用显著，当员工权利感高时，LMX向上社会比较与LMXRD的关系更强。当员工优绩管理知觉低时，LMX向上社会比较通过LMXRD对工作退缩行为的正向影响更强;当员工优绩管理知觉高时，LMX向 上社会比较通过LMXRD对工作自我提升行为的正向影响更强。 研究2从对偶水平检验LMX向上社会比较通过LMXRD的中介影响员工工作行为及其边界条件。研究采用两阶段多源循环取样(Round-robin sampling)，层级回归分析结果显示LMX向上社会比较与权利感对LMXRD的交互作用显著; 优绩管理知觉可以调节LMX向上社会比较通过LMXRD对员工工作自我提升行为和工作退缩行为的间接效应。 研究3通过3个情景模拟实验检验研究模型的因果联系。研究3a检验了LMX向上社会比较对LMXRD的影响受LMX重要性与权利感的调节作用。实验研究结果显示，LMX向上社会比较对LMXRD的主效应显著，LMX向上社会比较与LMX重要性对LMXRD的交互作用显著。研究3b检验了权利感和优绩管理知觉两个调节变量对间接效应的调节作用。研究结果显示，权利感可以调节LMX向上社会比较与LMXRD的关系，权利感和优绩管理知觉可以同时调节LMX向上社会比较通过LMXRD对工作退缩行为的间接效应。研究3c检验了LMX重要性与权利感对LMX向上社会比较与LMXRD之间关系的调节作用以及LMX向上社会比较通过LMXRD对员工工作行为的间接效应在不同的优绩管理知觉水平下的不同表现。研究结果显示，当权利感高时，员工LMX向上社会比较与LMXRD之间的关系更强;当员工优绩管理知觉高时，LMX向上社会比较通过LMXRD对员工工作自我提升行为的正向影响更强。 概括全部研究结果，除涉及到LMX重要性的假设外，三个研究基本支持了我们的研究假设。本研究提出的LMXRD概念，有助于我们更好地理解LMX横向社会比较对当事员工影响的作用机制，可以更全面地理解LMX在团队中的差异给团队和组织带来的实质影响，对LMX领域和相对剥夺理论的发展做出贡献。在LMX情境中，当知觉到自己在团队中的角色可改变时，员工关于LMX进行向上社会比较也可以对员工产生积极的鞭策效应，这能够为团队管理实践提供理论指导。 |
| 语种 | 中文 |
| 源URL | [http://ir.psych.ac.cn/handle/311026/46185]  |
| 专题 | 心理研究所_社会与工程心理学研究室 |
| 推荐引用方式 GB/T 7714 | 王广曦. 领导一成员交换关系向上社会比较对员工工作行为的影响一基于相对剥夺理论视角[D]. 中国科学院心理研究所. 中国科学院大学. 2023. |
入库方式： OAI收割
来源：心理研究所
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