员工反馈规避行为的形成与后果:基于应对理论的实证研究

反馈规避行为是指员工工作表现较差时,采用某些策略避免与主管进行反馈交换的行为。这种行为在组织中非常普遍,但学术界对其影响因素和影响效果的认识还不明朗。本研究基于应对理论,着重考察了"反馈规避行为是如何形成的?"、"反馈规避行为对工作绩效有何影响?"两个问题。基于192名销售人员和主管的配对样本,研究发现:在影响因素方面,核心自我评价对反馈规避行为有负向影响;主管辱虐管理对反馈规避行为有正向影响,且会调节核心自我评价对反馈规避行为的作用,即在低辱虐情境下,员工核心自我评价对反馈规避行为有显著负向影响,在高辱虐情境下,核心自我评价无显著作用。在影响效果方面,反馈规避行为不但会降低员工的角色内绩效,还会损害其角色外绩效。研究结果在一定程度上丰富和深化了现有研究,对组织管理实践也有启示意义。

The antecedents and consequences of employee feedback avoidance behavior from the perspective of a coping theory

Feedback avoidance behavior (FAB), described as a set of active feedback management tactics that employees may enact when they have performed poorly and wish to avoid a feedback exchange with their supervisors, is an important type of feedback management. However, the investigation is very limited that we still have little knowledge of how FAB influences employee's workplace outcomes and why does FAB occur. Using coping theory as an overarching framework, the current study aimed to explore the antecedents and consequences of FAB in Chinese organizational context. We examined research questions with 192 supervisor-employee dyads. The results revealed that CSE and abusive supervision had negative and positive effects on FAB, respectively. Abusive supervision was found to moderate the association of CSE and FAB that CSE was negatively associated with employees' FAB only when their supervisor demonstrated less abusive leadership behavior. As for the outcomes, FAB had detrimental effect on employee's in-role and extra-role performance. In general, this study illustrates the interactive effects of CSE and abusive supervision on FAB, which is an urgent response to extant calling. It also broaden the research line of feedback avoidance behavior by illustrating its important outcomes including both in-role and out-role performance.