Technological complexity and employee silence: The buffering role of social support

IF 1.5 Q3 MANAGEMENT

Human systems management Pub Date : 2022-06-14 DOI:10.3233/hsm-220006

Martijn Jungst

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引用次数: 1

Abstract

BACKGROUND: The increase of technological complexity at the workplace has encouraged researchers to pay more attention to the stress employees experience while constantly learning and adapting to new technologies. This study considers employee silence as a passive coping strategy in response to technological complexity. OBJECTIVE: This study examines whether self-efficacy mediates the effect of technological complexity on employee silence (i.e., quiescence and acquiescence) and whether social support interacts with technological complexity to influence self-efficacy and thereby employee silence. METHODS: Using a web-based survey, the data were collected from 206 full-time employees working in different sectors in France. RESULTS: Results indicate that technological complexity is positively associated with employee silence (i.e., quiescence and acquiescence silence) and that self-efficacy mediates the effect of technological complexity on employee silence. However, the effects of technological complexity are less pronounced when individuals have access to a large pool of social support. CONCLUSION: Managers are encouraged to introduce HR policies that motivate employees to speak up about the use of complex technology at the workplace by leveraging different social support programs.

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技术复杂性与员工沉默：社会支持的缓冲作用

背景:工作场所技术复杂性的增加促使研究人员更加关注员工在不断学习和适应新技术时所经历的压力。本研究认为员工沉默是应对技术复杂性的一种被动应对策略。目的:本研究考察自我效能感是否介导技术复杂性对员工沉默(即沉默和默许)的影响，以及社会支持是否与技术复杂性相互作用影响自我效能感，进而影响员工沉默。方法:采用基于网络的调查，从法国不同部门的206名全职员工中收集数据。结果:结果表明，技术复杂性与员工沉默(即沉默和默许沉默)呈正相关，自我效能感在技术复杂性对员工沉默的影响中起中介作用。然而，当个人能够获得大量的社会支持时，技术复杂性的影响就不那么明显了。结论:鼓励管理者引入人力资源政策，通过利用不同的社会支持计划，激励员工在工作场所畅所欲言地谈论复杂技术的使用。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Human systems management MANAGEMENT-

CiteScore

3.50

自引率

30.40%

发文量

期刊介绍： Human Systems Management (HSM) is an interdisciplinary, international, refereed journal, offering applicable, scientific insight into reinventing business, civil-society and government organizations, through the sustainable development of high-technology processes and structures. Adhering to the highest civic, ethical and moral ideals, the journal promotes the emerging anthropocentric-sociocentric paradigm of societal human systems, rather than the pervasively mechanistic and organismic or medieval corporatism views of humankind’s recent past. Intentionality and scope Their management autonomy, capability, culture, mastery, processes, purposefulness, skills, structure and technology often determine which human organizations truly are societal systems, while others are not. HSM seeks to help transform human organizations into true societal systems, free of bureaucratic ills, along two essential, inseparable, yet complementary aspects of modern management: a) the management of societal human systems: the mastery, science and technology of management, including self management, striving for strategic, business and functional effectiveness, efficiency and productivity, through high quality and high technology, i.e., the capabilities and competences that only truly societal human systems create and use, and b) the societal human systems management: the enabling of human beings to form creative teams, communities and societies through autonomy, mastery and purposefulness, on both a personal and a collegial level, while catalyzing people’s creative, inventive and innovative potential, as people participate in corporate-, business- and functional-level decisions. Appreciably large is the gulf between the innovative ideas that world-class societal human systems create and use, and what some conventional business journals offer. The latter often pertain to already refuted practices, while outmoded business-school curricula reinforce this problematic situation.