严瑜(), 李彤

武汉大学哲学学院心理学系, 武汉 430072

收稿日期:2017-06-20出版日期:2018-07-15发布日期:2018-05-29
通讯作者:严瑜E-mail:yanyu@whu.edu.cn

基金资助:教育部一般人文社科研究规划基金项目(组织不文明行为溢出效应和交叉效应的心理机制)(17YJA190013)

An analysis of the reverse mechanism how the victim turn into an instigator on workplace incivility

YAN Yu(), LI Tong

Department of Psychology, School of Philosophy, Wuhan University, Wuhan 430072, China

Received:2017-06-20Online:2018-07-15Published:2018-05-29
Contact:YAN Yu E-mail:yanyu@whu.edu.cn

摘要/Abstract

摘要： 梳理和归纳了导致工作场所不文明行为的受害者反转为实施者的组织事件, 包括团队层次的不作为领导行为和领导不文明行为以及个体层次的同事不文明行为。借助事件系统理论对受害者反转为实施者的认知过程进行了说明, 如果组织事件的强度足够引起受害者的控制化信息加工, 则其可能改变自己的原有行为进而实施工作场所不文明行为; 根据社会信息加工理论, 受害者的控制化信息加工可以通过三条路径实现, 即学习过程, 归因过程和道德判断过程。建议未来研究进一步探讨情绪和认知两者在不文明行为受害者角色反转中的作用, 以及工作领域之外的因素在其中的作用, 并且能够使用日记研究法进行验证; 未来研究还可以探讨工作场所不文明行为的旁观者反转为实施者的机制。

图/表 9

表1受害者实施工作场所不文明行为的理论机制

层次	视角	研究	影响因素	中介/调节变量	结果变量	相关理论/概念
团队	领导	Harold & Holtz, 2015	消极领导	中介: 员工的工作场所不文明行为经历	员工的工作场所不文明行为	社会互动理论/不文明行为的螺旋效应(Andersson & Pearson, 1999)
		Meier & Gross, 2015	领导不文明 行为	调节: 目标者的状态 (倦怠), 自我调控能力, 时间	指向领导的报复性不文明行为	①社会互动理论/ 不文明行为的螺旋效应 ②情感事件理论 (Weiss & Cropanzano, 1996)
个体	受害者	Gallus et al., 2014	工作场所不 文明行为经历	调节: 性别, 组织氛围	不文明行为的 实施	社会互动理论/ 不文明行为的螺旋效应
		Harold & Holtz, 2015	工作场所不 文明行为经历	调节: 消极领导行为	工作场所不文明行为	社会互动理论/ 不文明行为的螺旋效应
		Rosen, Koopman, Gabriel, & Johnson, 2016	员工的工作场所不文明行为经历	中介: 自我控制 控制: 组织政治感知, 解释水平	工作场所不文明行为的实施	自我损耗理论(Baumeister, Bratslavsky, Muraven, & Tice, 1998)

表1受害者实施工作场所不文明行为的理论机制

层次	视角	研究	影响因素	中介/调节变量	结果变量	相关理论/概念
团队	领导	Harold & Holtz, 2015	消极领导	中介: 员工的工作场所不文明行为经历	员工的工作场所不文明行为	社会互动理论/不文明行为的螺旋效应(Andersson & Pearson, 1999)
		Meier & Gross, 2015	领导不文明 行为	调节: 目标者的状态 (倦怠), 自我调控能力, 时间	指向领导的报复性不文明行为	①社会互动理论/ 不文明行为的螺旋效应 ②情感事件理论 (Weiss & Cropanzano, 1996)
个体	受害者	Gallus et al., 2014	工作场所不 文明行为经历	调节: 性别, 组织氛围	不文明行为的 实施	社会互动理论/ 不文明行为的螺旋效应
		Harold & Holtz, 2015	工作场所不 文明行为经历	调节: 消极领导行为	工作场所不文明行为	社会互动理论/ 不文明行为的螺旋效应
		Rosen, Koopman, Gabriel, & Johnson, 2016	员工的工作场所不文明行为经历	中介: 自我控制 控制: 组织政治感知, 解释水平	工作场所不文明行为的实施	自我损耗理论(Baumeister, Bratslavsky, Muraven, & Tice, 1998)

表2促使工作场所不文明行为受害者反转为实施者的组织事件的特点: 基于事件系统理论

前因事件	事件强度			事件空间	事件时间
	新颖性	破坏性	危机性
不作为领导行为	破坏期望	情绪资源	领导支持/归属感	自上而下	持续时间较长
领导不文明行为	破坏期望/违背职场规范	情绪资源	领导支持/归属感	自上而下	持续时间较短
同事不文明行为	破坏期望/违背职场规范	情绪资源	人际关系	单级	持续时间较短

表2促使工作场所不文明行为受害者反转为实施者的组织事件的特点: 基于事件系统理论

前因事件	事件强度			事件空间	事件时间
	新颖性	破坏性	危机性
不作为领导行为	破坏期望	情绪资源	领导支持/归属感	自上而下	持续时间较长
领导不文明行为	破坏期望/违背职场规范	情绪资源	领导支持/归属感	自上而下	持续时间较短
同事不文明行为	破坏期望/违背职场规范	情绪资源	人际关系	单级	持续时间较短

图1工作场所无礼行为受害者反转为实施者的机制模型
图1工作场所无礼行为受害者反转为实施者的机制模型



图2工作场所无礼行为受害者通过学习过程反转为实施者的机制模型
图2工作场所无礼行为受害者通过学习过程反转为实施者的机制模型



图3工作场所无礼行为受害者通过归因过程反转为实施者的机制模型
图3工作场所无礼行为受害者通过归因过程反转为实施者的机制模型



图4工作场所无礼行为受害者通过道德判断反转为实施者的机制模型
图4工作场所无礼行为受害者通过道德判断反转为实施者的机制模型



图5情绪和认知在工作场所无礼行为受害者反转为实施者过程中的作用
图5情绪和认知在工作场所无礼行为受害者反转为实施者过程中的作用



图6来自重要他人的体验对工作场所无礼行为受害者反转为实施者的影响
图6来自重要他人的体验对工作场所无礼行为受害者反转为实施者的影响



图7工作场所无礼行为旁观者反转为实施者的机制模型
图7工作场所无礼行为旁观者反转为实施者的机制模型

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