Does taking charge help or harm employees’ promotability and visibility? An investigation from supervisors’ status perspective.
Does taking charge help or harm employees’ promotability and visibility? An investigation from supervisors’ status perspective.
复制标题
承担责任对员工的晋升和知名度有帮助还是有害？
DOI：
10.1037/apl0000752
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发表时间：
2022
影响因子：
9.9
通讯作者：
Cheris W C Chow
中科院分区：
文献类型：
--
作者：
徐洁;Raymond Loi;Cheris W C Chow
承担责任是一种重要的主动行为形式，可以维持组织的生存和成功。尽管对如何鼓励员工负责进行了大量研究，但对于主管是否以及何时会评估负责人是否或多或少具有晋升和可见性，人们知之甚少。基于并扩展了二元互补匹配的理论概念，我们提出，与地位目标追求较低的主管相比，地位目标追求较高的主管认为那些负责人更有助于提高他们在组织中的地位（即，二元匹配条件），并随后将这些员工评估为更可晋升和更可见。在一个基于小插曲的实验中，使用了175个美国-研究一是对143名酒店管理者和下属进行的两波现场调查，研究二是对294名不同组织和行业的管理者和下属进行的三波现场调查。这些发现对主动性理论和实践具有重要意义。（PsycInfo数据库记录（c）2022阿帕，保留所有权利）。
Taking charge is an important form of proactive behavior that sustains organizational survival and success. Despite considerable research on how to encourage employees to take charge, little is known about whether and when supervisors will evaluate those who take charge as more or less promotable and visible. Building on and extending the theoretical notion of dyadic complementary fit, we propose that, compared with lower status-goal-striving supervisors, higher status-goal-striving supervisors regard those who take charge as helping enhance their status in the organization more (i.e., a dyadic fit condition) and subsequently evaluate these employees as more promotable and visible. In a vignette-based experiment using 175 U.S.-based supervisors (Study 1), a two-wave field survey among 143 supervisor-subordinate dyads in a hotel (Study 2), and a three-wave survey among 294 supervisor-subordinate dyads in various organizations and industries in China (Study 3), we find support for our predictions. The findings have important implications for proactivity theory and practice. (PsycInfo Database Record (c) 2022 APA, all rights reserved).