通过对话式员工沟通打破员工沉默:心理安全和心理授权的中介作用

IF 1.9 4区 管理学 Q2 COMMUNICATION
Bitt Moon, Minjeong Kang
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引用次数: 0

摘要

员工沉默作为一种有别于员工声音的独特行为,可能会在组织环境中造成严重的沟通问题。本研究借鉴对话式沟通的理论视角和组织-公众对话式沟通(OPDC)模型,探讨了组织领导者与员工的对话式沟通在缓解默许性沉默和防御性沉默中的作用。心理授权和心理安全被视为潜在的中介因素。对美国 570 名全职员工进行的在线调查结果显示,当员工感知到来自领导的对话式员工沟通时,他们不太可能出现默许性沉默或防御性沉默。调查结果显示,心理安全在领导者的对话式员工沟通与员工沉默之间起到了中介作用。然而,心理授权并不是一个重要的中介因素。本文对其理论和战略意义进行了讨论。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Breaking Employee Silence Through Dialogic Employee Communication: Mediating Roles of Psychological Safety and Psychological Empowerment
Employee silence, as a distinct behavior that differs from employee voice, might cause serious communication problems in organizational settings. Drawing upon the theoretical perspective of dialogic communication and the organization-public dialogic communication (OPDC) model, this study examined the role of dialogic employee communication from organizational leaders in alleviating acquiescent silence and defensive silence. Psychological empowerment and psychological safety were considered as potential mediators. The results of an online survey of 570 full-time employees in the United States revealed that employees were less likely to engage in acquiescent silence or defensive silence when they perceived dialogic employee communication from their leaders. The findings revealed the mediating role of psychological safety between dialogic employee communication from leaders and employee silence. However, psychological empowerment was not found to be a significant mediator. The theoretical and strategic implications are discussed.
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来源期刊
CiteScore
4.30
自引率
16.00%
发文量
35
期刊介绍: Management Communication Quarterly presents conceptually rigorous, empirically-driven, and practice-relevant research from across the organizational and management communication fields and has strong appeal across all disciplines concerned with organizational studies and the management sciences. Authors are encouraged to submit original theoretical and empirical manuscripts from a wide variety of methodological perspectives covering such areas as management, communication, organizational studies, organizational behavior and HRM, organizational theory and strategy, critical management studies, leadership, information systems, knowledge and innovation, globalization and international management, corporate communication, and cultural and intercultural studies.
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