不道德的管理是一把双刃剑：它如何影响下属的工作表现？

IF 4 2区管理学 Q2 MANAGEMENT

Group & Organization Management Pub Date : 2024-06-01 DOI:10.1177/10596011241255982

Yan Liu, Qian Huang, Lei Ren

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引用次数: 0

摘要

道德管理是一种领导风格，在企业内部表现为对下属的道德沉默，但研究很少关注其对员工工作绩效的影响。本研究以社会信息处理理论为基础，探讨了在组织绩效薪酬制度背景下，非道德管理对下属工作绩效的双刃剑效应。通过对两阶段问卷中 330 组主管-下属匹配数据的研究表明，在高绩效薪酬体系中，非道德管理通过工作心理专注这一中介促进下属的任务绩效，而非道德管理则通过自我利益认知这一中介促进下属的不道德行为。因此，本研究弥补了对非道德管理研究的不足，同时为组织内的道德实践提供了有价值的指导。

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Amoral Management as a Double-Edged Sword: How May it Shape Subordinate Work Performance?

Amoral management is a leading style manifested as ethical silence towards subordinates within enterprises, yet research has paid scant attention to its influence on employees’ work performance. Based on the social information processing theory, this study explores the double-edged sword effect of amoral management on subordinate work performance in the context of an organizational pay for performance system. The examination of 330 sets of supervisor-subordinate matching data from a two-stage questionnaire shows that amid a high pay for performance system, amoral management promotes subordinate task performance through the mediator of mental preoccupation with work and that amoral management promotes subordinate unethical behavior through the mediator of self-interest cognition. This study thus rectifies the dearth of research on amoral management while furnishing valuable guidance for ethical practices within organizations.

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来源期刊

Group & Organization Management Multiple-

CiteScore

8.40

自引率

12.50%

发文量

期刊介绍： Group & Organization Management (GOM) publishes the work of scholars and professionals who extend management and organization theory and address the implications of this for practitioners. Innovation, conceptual sophistication, methodological rigor, and cutting-edge scholarship are the driving principles. Topics include teams, group processes, leadership, organizational behavior, organizational theory, strategic management, organizational communication, gender and diversity, cross-cultural analysis, and organizational development and change, but all articles dealing with individual, group, organizational and/or environmental dimensions are appropriate.