题名

心安即可直言？從相似性－吸引理論與程序公平理論探討深層相似性與員工建言之關係

并列篇名

Does Psychological Safety Promote Employee Voice? Investigating the Relationship between Deep-Level Similarity and Employee Voice Based on Similarity-Attraction Theory and Procedural Justice Theory

DOI

10.3966/199687602018081102002

作者

陳怡靜(Mavis Yi-Ching Chen)；吳宗祐(Tsung-Yu Wu)；游佳臻(Chia-Chen Yu)

关键词

心理安全感 ； 員工建言 ； 教育程度相似性 ； 深層相似性 ； 程序公平知覺 ； psychological safety ； employee voice ； education similarity ； deeplevel similarity ； perception of procedural justice

期刊名称

組織與管理

卷期/出版年月

11卷2期（2018 / 08 / 01）

页次

27 - 64

内容语文

繁體中文
中文摘要

本研究基於相似性－吸引理論與程序公平理論，探討部屬與主管的深層相似性與員工建言之關係，以檢視心理安全感的中介效果，以及部屬與主管的教育程度相似性與主管決策之程序公平的調節效果。本研究採主管與部屬一對二的配對方式發放問卷，三人一組共有300份問卷，有效問卷中，主管88份，員工176份。研究結果顯示：一、程序公平知覺在心理安全感和員工建言間具有正向的調節效果。二、深層相似性有助於提升心理安全感。三、教育程度相似性在深層相似性和心理安全感間具有負向的調節效果；與研究預期相反，部屬與主管的教育程度相似性愈低，深層相似性將正向強化員工的心理安全感。四、心理安全感在深層相似性和員工建言間具有中介效果，代表部屬與主管深層相似性愈高，員工的心理安全感愈強，愈有助於建言行為之產生。
英文摘要

On the basis of similarity-attraction theory and procedural justice theory, this study aims to investigate the relationship between deep-level similarity and employee voice, and test the mediating effect of psychological safety and the moderating effects of subordinate-supervisor education similarity and employee perception of procedural justice in this relationship. We distributed matching questionnaires to 100 supervisors and 200 of their direct subordinates and finally obtained 176 valid supervisor-subordinate dyads, including 88 supervisors and 176 subordinates. The research results show that (1) procedural justice amplifies the positive effect of psychological safety on employee voice; (2) deep-level similarity enhances psychological safety; (3) education similarity weakens the positive effect of deep-level similarity on psychological safety; and (4) psychological safety mediates the relationship between deep-level similarity and employee voice.
主题分类 社會科學 > 管理學
参考文献
  1. 黃家齊、蔡達人(2003)。團隊多元化與知識分享，知識創造及創新績效。臺大管理論叢，13(2)，233-280。
    連結：
  2. 熊欣華、蔡年泰、陳建安(2013)。員工意見表達行為：前因及其對主管績效評量之影響。臺大管理論叢，23(2)，133-163。
    連結：
  3. 賴鳳儀、林鉦棽、陳曉玲、李郁芩、湯蕙娟(2016)。主管與同事關係品質對建言行為的非線性關係： 心理安全知覺的中介角色。人力資源管理學報，16(3)，1-28。
    連結：
  4. Aiken, L. S.,West, S. G.,Reno, R. R.(1991).Multiple regression: Testing and interpreting interactions.New York, NY:Sage.
  5. Aquino, K.,Townsend, A. M.,Scott, K. D.(2001).The effects of surface- and deep-level dissimilarity on individual work attitudes and cognitions in selfdirected work teams.Academy of Management Proceedings,2001(1),A1-A6.
  6. Ashford, S. J.,Rothbard, N. P.,Piderit, S. K.,Dutton, J. E.(1998).Out on a limb: The role of context and impression management in selling gender-equity issues.Administrative Science Quarterly,43(1),23-57.
  7. Ashford, S. J.,Sutcliffe, K. M.,Christianson, M. K.(2009).Speaking up and speaking out: The leadership dynamics of voice in organizations.Voice and silence in organizations,Bingley, UK:
  8. Avery, D. R.,McKay, P. F.,Wilson, D. C.,Volpone, S. D.,Killham, E. A.(2011).Does voice go flat? How tenure diminishes the impact of voice.Human Resource Management,50(1),147-158.
  9. Bagozzi, R. P.,Yi, Y.(1988).On the evaluation of structural equation models.Journal of the Academy of Marketing Science,16(1),74-94.
  10. Bell, S. T.,Villado, A. J.,Lukasik, M. A.,Belau, L.,Briggs, A. L.(2011).Getting specific about demographic diversity variable and team performance relationships: A meta-analysis.Journal of Management,37(3),709-743.
  11. Bienefeld, N.,Grote, G.(2014).Speaking up in ad hoc multiteam systems: Individual-level effects of psychological safety, status, and leadership within and across teams.European Journal of Work and Organizational Psychology,23(6),930-945.
  12. Bliese, P.(2000).Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis.Multilevel theory, research, and methods in organizations: Foundations, extensions, and new directions,San Francisco, CA:
  13. Burris, E. R.,Detert, J. R.,Chiaburu, D. S.(2008).Quitting before leaving: The mediating effects of psychological attachment and detachment on voice.Journal of Applied Psychology,93(4),912-922.
  14. Byrne, D.(1971).The attraction paradigm.New York, NY:Academic Press.
  15. Chatman, J. A.,Polzer, J. T.,Barsade, S. G.,Neale, M. A.(1998).Being different yet feeling similar: The influence of demographic composition and organizational culture on work processes and outcomes.Administrative Science Quarterly,43(4),749-780.
  16. Cheng, J. W.,Lu, K. M.,Cheung, Y. H.,Kuo, J. H.(2013).Psychological safety serves as mediator between person-group fit and voice behaviour.International Journal of Management and Enterprise Development,12(4-6),296-309.
  17. Chuang, A.,Shen, C. T.,Judge, T. A.(2016).Development of a multidimensional instrument of person-environment fit: The perceived person-environment fit scale (PPEFS).Applied Psychology,65(1),66-98.
  18. Colbert, A. E.(2004).IA,University of Iowa.
  19. De Cremer, D.,Blader, S. L.(2006).Why do people care about procedural fairness? The importance of belongingness in responding and attending to procedures.European Journal of Social Psychology,36(2),211-228.
  20. Deluga, R. J.(1998).Leader-member exchange quality and effectiveness ratings: The role of subordinate-supervisor conscientiousness similarity.Group & Organization Management,23(2),189-216.
  21. Detert, J. R.,Burris, E. R.(2007).Leadership behavior and employee voice: Is the door really open?.Academy of Management Journal,50(4),869-884.
  22. Detert, J. R.,Edmondson, A. C.(2011).Implicit voice theories: Taken-forgranted rules of self-censorship at work.Academy of Management Journal,54(3),461-488.
  23. Detert, J. R.,Treviño, L. K.(2010).Speaking up to higher-ups: How supervisors and skip-level leaders influence employee voice.Organization Science,21(1),249-270.
  24. Dose, J. J.(1999).The relationship between work values similarity and teammember and leader-member exchange relationships.Group Dynamics: Theory, Research, and Practice,3(1),20-32.
  25. Duffy, M. K.,Ferrier, W. J.(2003).Birds of a feather...? How supervisorsubordinate dissimilarity moderates the influence of supervisor behaviors on workplace attitudes.Group & Organization Management,28(2),217-248.
  26. Edmondson, A.(1999).Psychological safety and learning behavior in work teams.Administrative Science Quarterly,44(2),350-383.
  27. Edmondson, A. C.(2002).Managing the risk of learning: Psychological safety in work teams.Boston, MA:Division of Research, Harvard Business School.
  28. Edmondson, A. C.,Lei, Z.(2014).Psychological safety: The history, renaissance, and future of an interpersonal construct.Annual Review of Organizational Psychology and Organizational Behavior,1(1),23-43.
  29. Edmondson, A., & Polzer, J. (2016). Why psychological safety matters and what to do about it. Retrieved from https://rework.withgoogle.com/blog/how-to-foster-psychological-safety/
  30. Edwards, J. R.,Lambert, L. S.(2007).Methods for integrating moderation and mediation: A general analytical framework using moderated path analysis.Psychological Methods,12(1),1-22.
  31. Fiske, S. T.(Ed.),Kazdin, A. E.(Ed.),Schacter, D. L.(Ed.)(2007).Annual review of psychology.Palo Alto, CA:Annual Reviews.
  32. Fornell, C.,Larcker, D. F.(1981).Evaluating structural equation models with unobservable variables and measurement error.Journal of Marketing Research,18(1),39-50.
  33. Goldberg, C. B.,Riordan, C. M.,Schaffer, B. S.(2003).Missing pieces in social identity theory: Continuity and status as moderators of similarity.Academy of Management Proceedings,2003(1),H1-H6.
  34. Greenberg, J.(1986).Determinants of perceived fairness of performance evaluations.Journal of Applied Psychology,71(2),340-342.
  35. Gruman, J. A.,Saks, A. M.(2014).Being psychologically present when speaking up: Employee voice engagement.Handbook of research on employee voice,Glouchestershire, UK:
  36. Harrison, D. A.,Price, K. H.,Bell, M. P.(1998).Beyond relational demography: Time and the effects of surface- and deep-level diversity on work group cohesion.Academy of Management Journal,41,96-107.
  37. Hayes, A. F.(2013).Introduction to mediation, moderation, and conditional process analysis: A regression-based approach.New York, NY:Guilford.
  38. Hogg, M. A.(Ed.),Terry, D. J.(Ed.)(2001).Social identity processes in organizational contexts.New York, NY:Psychology Press.
  39. Hoogervorst, N.,De Cremer, D.,van Dijke, M. H.(2013).When do leaders grant voice? How leaders' perceptions of followers' control and belongingness needs affect the enactment of fair procedures.Human Relations,66,973-992.
  40. Hsiung, H. H.(2012).Authentic leadership and employee voice behavior: A multilevel psychological process.Journal of Business Ethics,107(3),349-361.
  41. Jehn, K. A.,Northcraft, G. B.,Neale, M. A.(1999).Why differences make a difference: A field study of diversity, conflict and performance in workgroups.Administrative Science Quarterly,44(4),741-763.
  42. Kacmar, K. M.,Harris, K. J.,Carlson, D. S.,Zivnuska, S.(2009).Surface-level actual similarity vs. deep-level perceived similarity: Predicting leadermember exchange agreement.Journal of Behavioral and Applied Management,10(3),315.
  43. Kahn, W. A.(1990).Psychological conditions of personal engagement and disengagement at work.Academy of Management Journal,33(4),692-724.
  44. Kammeyer-Mueller, J. D.,Livingston, B. A.,Liao, H.(2011).Perceived similarity, proactive adjustment, and organizational socialization.Journal of Vocational Behavior,78(2),225-236.
  45. Kramer, R.(1996).Divergent relationships and convergent disappointments in the hierarchical relation: Trust and the intuitive auditor at work.Trust in organizations: Frontiers of theory and research,Thousand Oaks, CA:
  46. Lawrence, B. S.(1997).Perspective: The black box of organizational demography.Organization Science,8(1),1-22.
  47. Leventhal, G. S.(1980).What should be done with equity theory? New approaches to the study of fairness in social relationships.Social exchange: Advances in theory and research,New York, NY:
  48. Li, J.,Wu, L. Z.,Liu, D.,Kwan, H. K.,Liu, J.(2014).Insiders maintain voice: A psychological safety model of organizational politics.Asia Pacific Journal of Management,31(3),853-874.
  49. Liang, J.,Farh, C. I.,Farh, J. L.(2012).Psychological antecedents of promotive and prohibitive voice: A two-wave examination.Academy of Management Journal,55(1),71-92.
  50. Liao, H.,Chuang, A.,Joshi, A.(2008).Perceived deep-level dissimilarity: Personality antecedents and impact on overall job attitude, helping, work withdrawal, and turnover.Organizational Behavior and Human Decision Processes,106(2),106-124.
  51. Lind, E. A.(2001).Fairness heuristic theory: Justice judgments as pivotal cognitions in organizational relations.Advances in Organizational Justice,56,88.
  52. Maynes, T. D.,Podsakoff, P. M.(2014).Speaking more broadly: An examination of the nature, antecedents, and consequences of an expanded set of employee voice behaviors.Journal of Applied Psychology,99(1),87-112.
  53. McFarlin, D. B.,Sweeney, P. D.(1996).Does having a say matter only if you get your way? Instrumental and value-expressive effects of employee voice.Basic and Applied Social Psychology,18(3),289-303.
  54. Meglino, B. M.,Ravlin, E. C.,Adkins, C. L.(1989).A work values approach to corporate culture: A field test of the value congruence process and its relationship to individual outcomes.Journal of Applied Psychology,74(3),424.
  55. Morrison, E. W.(2014).Employee voice and silence.Annual Review of Organizational Psychology and Organizational Behavior,1(1),173-197.
  56. Morrison, E. W.(2011).Employee voice behavior: Integration and directions for future research.The Academy of Management Annals,5(1),373-412.
  57. Muchinsky, P. M.,Monahan, C. J.(1987).What is person-environment congruence? Supplementary versus complementary models of fit.Journal of Vocational Behavior,31(3),268-277.
  58. Nembhard, I. M.,Edmondson, A. C.(2006).Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams.Journal of Organizational Behavior,27(7),941-966.
  59. Newman, A.,Donohue, R.,Eva, N.(2017).Psychological safety: A systematic review of the literature.Human Resource Management Review,27(3),521-535.
  60. Ng, Y. L.,Kulik, C. T.,Bordia, P.(2016).The moderating role of intergroup contact in race composition, perceived similarity, and applicant attraction relationships.Journal of Business and Psychology,31(3),415-431.
  61. Niehoff, B. P.,Moorman, R. H.(1993).Justice as a mediator of the relationship between methods of monitoring and organizational citizenship behavior.Academy of Management Journal,36(3),527-556.
  62. Phillips, K. W.,Loyd, D. L.(2006).When surface and deep-level diversity collide: The effects on dissenting group members.Organizational Behavior and Human Decision Processes,99(2),143-160.
  63. Phillips, K. W.,Northcraft, G. B.,Neale, M. A.(2006).Surface-level diversity and decision-making in groups: When does deep-level similarity help?.Group Processes & Intergroup Relations,9(4),467-482.
  64. Roussin, C. J.(2008).Increasing trust, psychological safety, and team performance through dyadic leadership discovery.Small Group Research,39(2),224-248.
  65. Schaubroeck, J.,Lam, S. S.(2002).How similarity to peers and supervisor influences organizational advancement in different cultures.Academy of Management Journal,45(6),1120-1136.
  66. Svendsen, M.,Jønsson, T. S.,Unterrainer, C.(2016).Participative supervisory behavior and the importance of feeling safe and competent to voice.Journal of Personnel Psychology,15(1),25-34.
  67. Takeuchi, R.,Chen, Z.,Cheung, S. Y.(2012).Applying uncertainty management theory to employee voice behavior: An integrative investigation.Personnel Psychology,65(2),283-323.
  68. Tangirala, S.,Ramanujam, R.(2008).Employee silence on critical work issues: The cross level effects of procedural justice climate.Personnel Psychology,61(1),37-68.
  69. Thibaut, J. W.,Walker, L.(1975).Procedural justice: A psychological analysis.Hillsdale, NJ:Lawrence Erlbaum.
  70. Tsui, A. S.,O'Reilly, C. A., III(1989).Beyond simple demographic effects: The importance of relational demography in superior-subordinate dyads.Academy of Management Journal,32(2),402-423.
  71. Turban, D. B.,Jones, A. P.(1988).Supervisor-subordinate similarity: Types, effects, and mechanisms.Journal of Applied Psychology,73(2),228-234.
  72. Tyler, T. R.,Lind, E. A.(1992).A relational model of authority in groups.Advances in Experimental Social Psychology,25,115-191.
  73. Tynan, R.(2005).The effects of threat sensitivity and face giving on dyadic psychological safety and upward communication.Journal of Applied Social Psychology,35(2),223-247.
  74. van den Bos, K.(1999).What are we talking about when we talk about no-voice procedures? On the psychology of the fair outcome effect.Journal of Experimental Social Psychology,35(6),560-577.
  75. van den Bos, K.,Vermunt, R.,Wilke, H. A.(1997).Procedural and distributive justice: What is fair depends more on what comes first than on what comes next.Journal of Personality and Social Psychology,72(1),95-104.
  76. Van Dyne, L. V.,Ang, S.,Botero, I. C.(2003).Conceptualizing employee silence and employee voice as multidimensional constructs.Journal of Management Studies,40(6),1359-1392.
  77. Van Dyne, L.,LePine, J. A.(1998).Helping and voice extra-role behaviors: Evidence of construct and predictive validity.Academy of Management Journal,41(1),108-119.
  78. Walumbwa, F. O.,Schaubroeck, J.(2009).Leader personality traits and employee voice behavior: Mediating roles of ethical leadership and work group psychological safety.Journal of Applied Psychology,94(5),1275-1286.
  79. Wang, A. C.,Cheng, B. S.(2010).When does benevolent leadership lead to creativity? The moderating role of creative role identity and job autonomy.Journal of Organizational Behavior,31(1),106-121.
  80. Wang, A. C.,Hsieh, H. H.,Tsai, C. Y.,Cheng, B. S.(2012).Does value congruence lead to voice? Cooperative voice and cooperative silence under team and differentiated transformational leadership.Management and Organization Review,8(2),341-370.
  81. Whitener, E. M.,Brodt, S. E.,Korsgaard, M. A.,Werner, J. M.(1998).Managers as initiators of trust: An exchange relationship framework for understanding managerial trustworthy behavior.Academy of Management Review,23(3),513-530.
  82. Williams, H. M.,Parker, S. K.,Turner, N.(2007).Perceived dissimilarity and perspective taking within work teams.Group & Organization Management,32(5),569-597.
  83. Wolfram, H. J.,Mohr, G.(2009).Transformational leadership, team goal fulfillment, and follower work satisfaction: The moderating effects of deeplevel similarity in leadership dyads.Journal of Leadership & Organizational Studies,15(3),260-274.
  84. Zenger, T. R.,Lawrence, B. S.(1989).Organizational demography: The differential effects of age and tenure distributions on technical communication.Academy of Management Journal,32(2),353-376.
  85. Zhou, J.,George, J. M.(2001).When job dissatisfaction leads to creativity: Encouraging the expression of voice.Academy of Management Journal,44(4),682-69.
  86. 吳明隆(2013)。多層次模式的實務應用。臺北市:五南。
被引用次数
  1. 劉韻僖,陳儀蓉(2020)。轉化型領導對群體成員企業社會責任價值觀的雙向影響：程序公正與領導者－部屬企業社會責任價值觀一致性的中介效果。人力資源管理學報，20(2)，1-31。
  2. (2024)。華人組織中的人際關係：回顧與展望。中華心理學刊，66(1)，153-193。
print cancel