积极主动的个性、声音行为和团队社会交流的作用

N. Wijaya
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引用次数: 1

摘要

目的:本研究考察了积极性人格、包括领导-成员交换(LMX)和团队成员交换(TMX)在内的团队社会交换,以及包括团队声音行为(TVB)和组织声音行为(OVB)在内的两种类型的声音行为之间的联系。在自决理论下,本研究提出了团队社会交往对主动人格和声音行为的中介作用。设计/方法/方法:本研究基于238名印尼员工的在线问卷调查。使用自举技术的结构方程建模(SEM)分析来检验假设的关系。研究发现:1)积极主动人格对LMX和TMX均有显著影响;2) 主动型人格对TVB和OVB的显著影响;3) LMX和TMX对TVB和OVB的影响;和4)LMX和TMX的部分介导作用。研究局限性/影响:数据收集中的单一评分者方法可能会在一定程度上出现常见方法方差(CMV)。这些发现有助于提供经验证据,证明团队社会交流在积极主动人格和两种类型的声音行为之间的关系中发挥着关键作用。实际意义:由于声音行为可能对组织的绩效和生存产生积极影响,组织可能希望在人力资源管理过程中包括积极主动的属性(如选拔、晋升),也可能希望更多地关注改善团队社会交流关系的努力。此外,建议组织从业者将促进团队社交交流作为影响声音行为的额外因素。此外,提出两种类型的声音行为可能会提供更广泛的范围。原创性/价值:本研究提出了两种类型的声音行为,即团队声音行为(TVB)和组织声音行为(OVB),这扩展了这一结构的范围。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Proactive personality, voice behavior, and the roles of team social exchange
Purpose: This research examined the links of proactive personality, team social exchange comprising leader-member exchange (LMX) and team-member exchange (TMX), and two types of voice behavior comprising team-voice behavior (TVB) and organizational-voice behavior (OVB). Under self-determination theory, the current study proposes the mediating effects of team social exchange on proactive personality and voice behavior. Design/methodology/approach: This study was based on online questionnaire surveys from 238 Indonesian employees. A structural equation modeling (SEM) analysis with the bootstrapping technique was used to examine the hypothesized relationships. Findings: The current study found 1) the significant influences of proactive personality on both LMX and TMX; 2) the significant influences of proactive personality on TVB and OVB; 3) the influences of LMX and TMX on both TVB and OVB; and 4) the partial mediating effects of LMX and TMX. Research limitation/implications: A single-rater method in data collection may occur in some extents of common method variance (CMV). The findings contribute to the empirical evidence of the pivotal role of team social exchange on the relationships between proactive personality and two types of voice behavior. Practical implications: Since voice behavior may have positive impacts on the organization’s performance and survival, organizations may wish to include proactive attributes in the HRM process (e.g., selection, promotion) and may also want to place more attention on efforts directed at improving team social exchange relationships. Also, organizational practitioners are advised to promote team social exchange as an additional factor impacting voice behavior. In addition, the proposal of two types of voice behavior may offer a wider scope of this construct. Originality/value: This study proposes two types of voice behavior, namely team-voice behavior (TVB) and organizational-voice behavior (OVB) which extend the scope of this construct.
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