ISSN 1671-3710
CN 11-4766/R
主办:中国科学院心理研究所
出版:科学出版社

心理科学进展 ›› 2023, Vol. 31 ›› Issue (10): 1800-1813.doi: 10.3724/SP.J.1042.2023.01800

• 研究构想 • 上一篇    下一篇

建言导向人力资源实践促进员工持续建言行为的动态作用机制

符纯洁1(), 张倩1, 蒋建武2, 李锐3, 王玮1   

  1. 1湘潭大学商学院, 湖南 湘潭 411105
    2深圳大学管理学院, 广东 深圳 518000
    3合肥工业大学管理学院, 合肥 230009
  • 收稿日期:2023-04-26 出版日期:2023-10-15 发布日期:2023-07-25
  • 通讯作者: 符纯洁, E-mail: jiechun321@126.com
  • 基金资助:
    国家自然科学基金青年项目(72202200);湖南省教育厅优秀青年项目(21B0105)

The dynamic mechanism of voice behavior oriented human resource practice promoting employee subsequent voice behavior

FU Chunjie1(), ZHANG Qian1, JIANG Jianwu2, LI Rui3, WANG Wei1   

  1. 1Business School of Xiangtan University, Xiangtan 411105, China
    2Management School of Shenzhen University, Shenzhen 518000, China
    3Management School of Hefei University of Technology, Hefei 230009, China
  • Received:2023-04-26 Online:2023-10-15 Published:2023-07-25

摘要:

在信息瞬息万变的今天, 组织的长治久安迫切需要员工持续反馈有关市场和业务一线的关键信息和有效方案, 员工建言献策的持续性愈发重要。既有文献大多关注如何激发员工建言, 却对如何激发员工持续建言的认识不足。本研究基于“现象驱动”, 先对本土业界卓有成效的建言实践进行总结, 探究“建言导向人力资源实践”的概念内涵及内容结构; 再以行动者视角下员工后续建言行为的“初始诱发”和“后续反思”两阶段模型为基础, 进一步探究建言导向人力资源实践在两个不同阶段的差异化调节作用; 最后运用案例研究法, 揭示建言导向人力资源实践促进员工持续建言的多阶段动态演化过程。研究结论有望增进对员工持续建言前因机制的理解, 并为本土企业建言实践提供参考和借鉴。

关键词: 建言行为, 持续建言行为, 建言导向人力资源实践, 自我调节框架

Abstract:

Voice behavior, as a kind of discretionary extra-role behavior that is both constructive and challenging, could improve organizational performance, promote organizational innovation, and enhance team creativity. In recent years, research area of voice behavior tends to focus on dynamic evolution patterns of voice behavior and the generation mechanism of subsequent voice behavior. Previous research has made some progress, while there are still several limitations. Firstly, from research path perspective, there is lack of "phenomenon-driven" findings and lack of conclusion about effective voice behavior practices in local firms; secondly, from an antecedent mechanism perspective, existing studies have not explored the role of organizational human resource practices sufficiently at the meso-level, the measurement only focused on employees' perceptual level, and neglected the differences of effects between subjective perception and objective implementation; finally, from a process mechanism perspective, most studies adopted quantitative research to reveal mediating mechanisms and boundary conditions, while have not described the dynamic process of the evolution of employee voice behavior in detail.

Based on the above background, our study adopts the "phenomenon-driven" approach to conceptualize the effective voice behavior practices in the local firms, and proposes the concept of "voice behavior oriented human resource practice." Then, according to AMO theory, we conclude a three-dimensional framework which comprises skill-enhancing practices, motivation-enhancing practices, and opportunity-providing practices. Furthermore, our study constructed a two-stage framework of employee voice behavior's self-regulation process, which includes "initial induction" and "follow-up reflection" stages, and explored the differential moderating effects of individual perception and objective implementation of voice practices in these two stages in order to describe the dynamic evolution mechanism of voice behavior. Lastly, based on self-regulation theory, we reveal the multi-stage dynamic evolution process of subsequent employee voice behavior through case study method, which contains three stages: initial induction in "cognitive creation" stage, responsive interaction in "cognitive experimentation" stage, and enhanced efficacy in "cognitive gain" stage.

This study mainly contributes in the following three aspects. Firstly, it promotes the development of the emerging research topic of voice behavior practices. While previous studies on strategic human resource practices have yielded fruitful results, they have specific objectives and contexts that make them difficult to effectively address the practical demands shaped by voice behavior. This study explores the concept, dimensions, and mechanisms of voice behavior practice, which enhance our understanding of the effectiveness of local voice practice and complement existing research findings on strategic human resource practice.

Secondly, it complements the dynamic investigation of variability tendencies in employee voice behavior. Previous work on the antecedent mechanism of voice behavior has mostly focused on the initiation of voice behavior in employees, with limited attention to the dynamic evolutionary properties of voice behavior. This study extends the focus to subsequent voice behavior, constructing a two-stage model of "initial induction" and "follow-up reflection" of employee voice behavior from the perspective of actors. It delineates the generative details of subsequent voice behavior and its relation to previous voice experiences, thus complementing theoretical achievements related to the dynamical properties of voice behavior.

Finally, it sheds light on the mechanisms by which voice behavior-oriented HR practices promote subsequent voice behavior in employees. To address the limitations of quantitative studies in revealing the dynamic and complex processes of voice behavior, this study combines quantitative and qualitative research methods to extract dynamical process theories and provide detailed descriptions of the specific processes through which voice practices promote subsequent voice behavior. On the one hand, using empirical research methods, it explores the differential moderating effects of subjective perception and objective implementation of voice practices in the "initial induction" and "follow-up reflection" stages of individual voice behavior. On the other hand, through multiple case studies, it constructs a three-stage process model of voice practices promoting subsequent employee voice behavior, that is, "cognitive creation" stage in initial induction, "cognitive experimentation" stage in responsive interaction, and "cognitive gain" stage in enhanced efficacy. This series of endeavors has the potential to improve the understanding of how to motivate subsequent employee voice behavior and to provide implications for employee voice behavior practices in local firms.

Key words: voice behavior, subsequent voice behavior, voice behavior oriented human resource practice, self-regulatory framework

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