{"title":"被拒绝的代价:拒绝对团队新人人际帮助行为的理论分析","authors":"S. Chou, Tree Chang","doi":"10.1108/TPM-01-2016-0003","DOIUrl":null,"url":null,"abstract":"Purpose \n \n \n \n \nThis paper aims to develop a theoretical model describing how newcomers’ team-member exchange (TMX), team identification and workplace loneliness may be affected by existing team members’ rejections to the newcomers’ interpersonal helping behavior (IHB). \n \n \n \n \nDesign/methodology/approach \n \n \n \n \nA theoretical analysis was performed. \n \n \n \n \nFindings \n \n \n \n \nThe authors propose the following propositions. First, higher levels of IHB rejections result in lower levels of TMX and team identification and higher levels of workplace loneliness experienced by a newcomer. Second, a newcomer’s TMX mediates the relationship between IHB rejections and the newcomer’s workplace loneliness and team identification. Finally, a newcomer’s team identification mediates the relationship between IHB rejections and the newcomer’s workplace loneliness. \n \n \n \n \nPractical implications \n \n \n \n \nThis theoretical study provides the following managerial implications. First, managers need to proactively implement tactics that help satisfy newcomers’ affiliation needs through the development of strong formal work relationships with existing members. Second, managers are advised to consider the use of tactics that facilitate the development of effective informal relationships between newcomers and existing team members upon the entry of the team. Third, managers need to implement informal social events where newcomers have the opportunity to exhibit their helpful behaviors. Fourth, managers should periodically inform existing team members of some common anxieties and fears of newcomers that are triggered by entering new interpersonal environments. Finally, managers may utilize mentoring programs that help facilitate newcomers’ accurate interpretations of phenomena occurring around them. \n \n \n \n \nOriginality/value \n \n \n \n \nThis theoretical study is the first study that examines consequences of IHB rejections in organizations.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":"22 1","pages":"181-203"},"PeriodicalIF":1.6000,"publicationDate":"2016-06-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-01-2016-0003","citationCount":"4","resultStr":"{\"title\":\"The costs of being rejected: A theoretical analysis of rejections to newcomers’ interpersonal helping behaviours in teams\",\"authors\":\"S. Chou, Tree Chang\",\"doi\":\"10.1108/TPM-01-2016-0003\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"Purpose \\n \\n \\n \\n \\nThis paper aims to develop a theoretical model describing how newcomers’ team-member exchange (TMX), team identification and workplace loneliness may be affected by existing team members’ rejections to the newcomers’ interpersonal helping behavior (IHB). \\n \\n \\n \\n \\nDesign/methodology/approach \\n \\n \\n \\n \\nA theoretical analysis was performed. \\n \\n \\n \\n \\nFindings \\n \\n \\n \\n \\nThe authors propose the following propositions. First, higher levels of IHB rejections result in lower levels of TMX and team identification and higher levels of workplace loneliness experienced by a newcomer. Second, a newcomer’s TMX mediates the relationship between IHB rejections and the newcomer’s workplace loneliness and team identification. Finally, a newcomer’s team identification mediates the relationship between IHB rejections and the newcomer’s workplace loneliness. \\n \\n \\n \\n \\nPractical implications \\n \\n \\n \\n \\nThis theoretical study provides the following managerial implications. First, managers need to proactively implement tactics that help satisfy newcomers’ affiliation needs through the development of strong formal work relationships with existing members. Second, managers are advised to consider the use of tactics that facilitate the development of effective informal relationships between newcomers and existing team members upon the entry of the team. Third, managers need to implement informal social events where newcomers have the opportunity to exhibit their helpful behaviors. Fourth, managers should periodically inform existing team members of some common anxieties and fears of newcomers that are triggered by entering new interpersonal environments. Finally, managers may utilize mentoring programs that help facilitate newcomers’ accurate interpretations of phenomena occurring around them. \\n \\n \\n \\n \\nOriginality/value \\n \\n \\n \\n \\nThis theoretical study is the first study that examines consequences of IHB rejections in organizations.\",\"PeriodicalId\":46084,\"journal\":{\"name\":\"Team Performance Management\",\"volume\":\"22 1\",\"pages\":\"181-203\"},\"PeriodicalIF\":1.6000,\"publicationDate\":\"2016-06-09\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"https://sci-hub-pdf.com/10.1108/TPM-01-2016-0003\",\"citationCount\":\"4\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Team Performance Management\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1108/TPM-01-2016-0003\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q3\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Team Performance Management","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1108/TPM-01-2016-0003","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q3","JCRName":"MANAGEMENT","Score":null,"Total":0}
The costs of being rejected: A theoretical analysis of rejections to newcomers’ interpersonal helping behaviours in teams
Purpose
This paper aims to develop a theoretical model describing how newcomers’ team-member exchange (TMX), team identification and workplace loneliness may be affected by existing team members’ rejections to the newcomers’ interpersonal helping behavior (IHB).
Design/methodology/approach
A theoretical analysis was performed.
Findings
The authors propose the following propositions. First, higher levels of IHB rejections result in lower levels of TMX and team identification and higher levels of workplace loneliness experienced by a newcomer. Second, a newcomer’s TMX mediates the relationship between IHB rejections and the newcomer’s workplace loneliness and team identification. Finally, a newcomer’s team identification mediates the relationship between IHB rejections and the newcomer’s workplace loneliness.
Practical implications
This theoretical study provides the following managerial implications. First, managers need to proactively implement tactics that help satisfy newcomers’ affiliation needs through the development of strong formal work relationships with existing members. Second, managers are advised to consider the use of tactics that facilitate the development of effective informal relationships between newcomers and existing team members upon the entry of the team. Third, managers need to implement informal social events where newcomers have the opportunity to exhibit their helpful behaviors. Fourth, managers should periodically inform existing team members of some common anxieties and fears of newcomers that are triggered by entering new interpersonal environments. Finally, managers may utilize mentoring programs that help facilitate newcomers’ accurate interpretations of phenomena occurring around them.
Originality/value
This theoretical study is the first study that examines consequences of IHB rejections in organizations.
期刊介绍:
This international journal contributes to the successful implementation and development of work teams and team-based organizations by providing a forum for sharing experience and learning to stimulate thought and transfer of ideas. It seeks to bridge the gap between research and practice by publishing articles where the claims are evidence-based and the conclusions have practical value. Effective teams form the heart of every successful organization. But team management is one of the hardest challenges faced by managers.