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委屈可以求全吗?自我表现视角下职场排斥对个体绩效的影响机制

本站小编 Free考研考试/2022-01-01
姜平, 张丽华()
中国人民大学劳动人事学院, 北京 100872
收稿日期:2020-02-10出版日期:2021-04-25发布日期:2021-04-07
通讯作者:张丽华E-mail:lihuaz@ruc.edu.cn

基金资助:*中央高校基本科研业务费专项资金资助项目(19XNH057)

Does conformity lead to gains? The effect of workplace ostracism on performance evaluation from a self-presentational view

JIANG Ping, ZHANG Lihua()
School of Labor and Human Resources, Renmin University of China, Beijing 100872, China
Received:2020-02-10Online:2021-04-25Published:2021-04-07
Contact:ZHANG Lihua E-mail:lihuaz@ruc.edu.cn






摘要/Abstract


摘要： 有关职场排斥对员工绩效的影响结果, 已有研究存在不一致的研究结论, 表明该领域还存在潜藏的作用机制有待深入发掘。为此, 基于自我表现理论, 本文构建并检验了一个有条件的间接作用模型, 探讨遭受职场排斥的个体如何以及何时可能获得更高的绩效评价。基于一个情景实验和一个多时点、上下级配对的问卷调查, 研究结果支持了理论假设：职场排斥会激发个体表面顺从的应对策略, 并且这种应对趋向对高集体主义倾向的员工更为明显; 而在领导的集体主义倾向较高的情况下, 高表面顺从的下属能获得更高的绩效评价; 当且仅当下属和领导的集体主义倾向都较高时, 职场排斥通过表面顺从对绩效评价产生正向影响。



图1理论模型
图1理论模型


表1研究1：层次回归分析预测表面顺从
变量 表面顺从
模型一 模型二
b SE t b SE t
常数项 1.39 0.33 4.17*** 1.24 0.33 3.78***
职场排斥操纵 0.32 0.08 3.94*** 0.33 0.08 4.21***
集体主义倾向 0.20 0.07 2.83** 0.23 0.07 3.22**
职场排斥操纵×集体主义倾向 0.23 0.07 3.12**
ΔR2 0.06**
总体R2 0.17 0.23

表1研究1：层次回归分析预测表面顺从
变量 表面顺从
模型一 模型二
b SE t b SE t
常数项 1.39 0.33 4.17*** 1.24 0.33 3.78***
职场排斥操纵 0.32 0.08 3.94*** 0.33 0.08 4.21***
集体主义倾向 0.20 0.07 2.83** 0.23 0.07 3.22**
职场排斥操纵×集体主义倾向 0.23 0.07 3.12**
ΔR2 0.06**
总体R2 0.17 0.23



图2研究1：职场排斥操纵与集体主义的交互对表面顺从的影响
图2研究1：职场排斥操纵与集体主义的交互对表面顺从的影响


表2研究2：均值、标准差、信度和变量间相关系数
变量 M SD 1 2 3 4 5 6 7 8 9 10
1. 性别 1.56 0.50 -
2. 年龄 31.44 4.54 -0.14** -
3. 工作年限 6.73 2.83 -0.02 0.52** -
4. 自尊 4.09 0.65 -0.01 -0.01 0.01 -
5. 自我领导 2.73 0.56 -0.03 0.24** 0.02 0.01 -
6. 印象管理 3.19 0.62 -0.08 0.00 0.21** 0.04 -0.27** -
7. 职场排斥 2.08 0.44 -0.06 0.06 -0.19** -0.18** 0.43** -0.16** -
8. 员工集体主义 3.14 0.44 -0.07 0.08 0.10 0.01 -0.05 0.16* -0.06 -
9. 表面顺从 2.37 0.49 -0.12 -0.03 -0.07 -0.09 0.20** -0.03 0.25** 0.14* -
10. 领导集体主义 3.48 0.57 -0.03 -0.01 0.02 -0.02 -0.05 0.14** -0.04 0.03 0.05 -
11. 绩效评价 3.45 0.63 0.08 -0.05 -0.07 0.14** 0.06 -0.13* -0.25** -0.10 -0.04 -0.08

表2研究2：均值、标准差、信度和变量间相关系数
变量 M SD 1 2 3 4 5 6 7 8 9 10
1. 性别 1.56 0.50 -
2. 年龄 31.44 4.54 -0.14** -
3. 工作年限 6.73 2.83 -0.02 0.52** -
4. 自尊 4.09 0.65 -0.01 -0.01 0.01 -
5. 自我领导 2.73 0.56 -0.03 0.24** 0.02 0.01 -
6. 印象管理 3.19 0.62 -0.08 0.00 0.21** 0.04 -0.27** -
7. 职场排斥 2.08 0.44 -0.06 0.06 -0.19** -0.18** 0.43** -0.16** -
8. 员工集体主义 3.14 0.44 -0.07 0.08 0.10 0.01 -0.05 0.16* -0.06 -
9. 表面顺从 2.37 0.49 -0.12 -0.03 -0.07 -0.09 0.20** -0.03 0.25** 0.14* -
10. 领导集体主义 3.48 0.57 -0.03 -0.01 0.02 -0.02 -0.05 0.14** -0.04 0.03 0.05 -
11. 绩效评价 3.45 0.63 0.08 -0.05 -0.07 0.14** 0.06 -0.13* -0.25** -0.10 -0.04 -0.08


表3研究2：验证性因子分析结果
模型 χ2 df χ2/df CFI TLI RMSEA SRMR
五因子模型a 729.10 424 1.72 0.92 0.91 0.05 0.05
四因子模型b 1226.67 428 2.87 0.78 0.77 0.09 0.08
四因子模型c 1376.82 428 3.22 0.74 0.72 0.09 0.11
四因子模型d 1553.71 428 3.63 0.70 0.67 0.10 0.12
三因子模型e 2093.61 431 4.86 0.55 0.52 0.12 0.15
二因子模型f 2570.93 433 5.94 0.42 0.38 0.14 0.16
单因子模型g 3264.59 434 7.52 0.24 0.18 0.16 0.17

表3研究2：验证性因子分析结果
模型 χ2 df χ2/df CFI TLI RMSEA SRMR
五因子模型a 729.10 424 1.72 0.92 0.91 0.05 0.05
四因子模型b 1226.67 428 2.87 0.78 0.77 0.09 0.08
四因子模型c 1376.82 428 3.22 0.74 0.72 0.09 0.11
四因子模型d 1553.71 428 3.63 0.70 0.67 0.10 0.12
三因子模型e 2093.61 431 4.86 0.55 0.52 0.12 0.15
二因子模型f 2570.93 433 5.94 0.42 0.38 0.14 0.16
单因子模型g 3264.59 434 7.52 0.24 0.18 0.16 0.17


表4研究2：有条件的间接作用效果估计
变量 第一阶段(因变量=
表面顺从) 		第二阶段(因变量=
绩效评价)
b SE t b SE t
常数 1.71 0.43 4.00*** 3.78 0.59 6.43***
性别 -0.11 0.06 -1.76 0.08 0.08 1.04
年龄 -0.01 0.01 -1.06 -0.00 0.01 -0.13
工作年限 0.01 0.01 0.64 -0.02 0.02 -0.97
评价单元 0.00 0.00 0.69 0.00 0.00 1.91
自尊 -0.04 0.05 -0.78 0.10 0.06 1.73
自我领导 0.14 0.07 2.08* 0.12 0.08 1.40
印象管理 0.01 0.05 0.28 -0.09 0.06 -1.33
职场排斥 0.15 0.08 1.64 -0.51 0.10 -4.98***
员工集体主义 0.14 0.06 2.38*
职场排斥×员工集体主义 0.28 0.11 2.68**
表面顺从 0.04 0.08 0.49
领导集体主义 -0.01 0.07 -0.03
表面顺从×领导集体主义 0.34 0.12 2.99**
R2 0.15 0.19
交互项的ΔR2 0.03 0.03

表4研究2：有条件的间接作用效果估计
变量 第一阶段(因变量=
表面顺从) 		第二阶段(因变量=
绩效评价)
b SE t b SE t
常数 1.71 0.43 4.00*** 3.78 0.59 6.43***
性别 -0.11 0.06 -1.76 0.08 0.08 1.04
年龄 -0.01 0.01 -1.06 -0.00 0.01 -0.13
工作年限 0.01 0.01 0.64 -0.02 0.02 -0.97
评价单元 0.00 0.00 0.69 0.00 0.00 1.91
自尊 -0.04 0.05 -0.78 0.10 0.06 1.73
自我领导 0.14 0.07 2.08* 0.12 0.08 1.40
印象管理 0.01 0.05 0.28 -0.09 0.06 -1.33
职场排斥 0.15 0.08 1.64 -0.51 0.10 -4.98***
员工集体主义 0.14 0.06 2.38*
职场排斥×员工集体主义 0.28 0.11 2.68**
表面顺从 0.04 0.08 0.49
领导集体主义 -0.01 0.07 -0.03
表面顺从×领导集体主义 0.34 0.12 2.99**
R2 0.15 0.19
交互项的ΔR2 0.03 0.03



图3研究2：职场排斥与员工集体主义倾向的交互对表面顺从的影响
图3研究2：职场排斥与员工集体主义倾向的交互对表面顺从的影响



图4研究2：员工表面顺从与领导集体主义倾向的交互对绩效评价的影响
图4研究2：员工表面顺从与领导集体主义倾向的交互对绩效评价的影响


表5研究2：有条件的间接作用95%置信区间(CI)
条件 间接效应 SE 下限 上限
低员工集体主义, 低领导集体主义 -0.01 0.02 -0.02 0.05
低员工集体主义, 高领导集体主义 0.01 0.04 -0.09 0.07
高员工集体主义, 低领导集体主义 -0.03 0.03 -0.11 0.02
高员工集体主义, 高领导集体主义 0.08 0.04 0.02 0.18

表5研究2：有条件的间接作用95%置信区间(CI)
条件 间接效应 SE 下限 上限
低员工集体主义, 低领导集体主义 -0.01 0.02 -0.02 0.05
低员工集体主义, 高领导集体主义 0.01 0.04 -0.09 0.07
高员工集体主义, 低领导集体主义 -0.03 0.03 -0.11 0.02
高员工集体主义, 高领导集体主义 0.08 0.04 0.02 0.18







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[1]王海波,严鸣,吴海波,黎金荣,王晓晖. 恶意报复还是认同驱动?新员工的角色社会化程度对其职场排斥行为的作用机制[J]. 心理学报, 2019, 51(1): 128-140.
[2]谢俊;严鸣. 积极应对还是逃避？主动性人格对职场排斥与组织公民行为的影响机制[J]. 心理学报, 2016, 48(10): 1314-1325.
[3]刘小禹;刘军;许浚;吴蓉蓉. 职场排斥对员工主动性行为的影响机制 ——基于自我验证理论的视角[J]. 心理学报, 2015, 47(6): 826-836.
[4]李锐;凌文辁;柳士顺. 组织心理所有权的前因与后果：基于“人-境互动”的视角[J]. 心理学报, 2012, 44(9): 1202-1216.





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