管理评论 ›› 2020, Vol. 32 ›› Issue (12): 192-203.

• 组织行为与人力资源管理 • 上一篇    

资质过剩感会激发员工建言吗?——基于公平启发视角

周晔1, 黄旭2, 谢五届3,4   

  1. 1. 山西财经大学工商管理学院, 太原 030006;
    2. 香港浸会大学工商管理学院, 香港 999077;
    3. 上海财经大学商学院, 上海 200433;
    4. 江苏师范大学历史文化与旅游学院, 徐州 221116
  • 收稿日期:2018-07-11 发布日期:2020-12-30
  • 作者简介:周晔,山西财经大学工商管理学院讲师,博士;黄旭,香港浸会大学工商管理学院教授,博士生导师,博士;谢五届,上海财经大学商学院博士研究生,江苏师范大学历史文化与旅游学院讲师。
  • 基金资助:
    教育部人文社会科学青年基金项目(18YJC790188)。

Does Perceived Overqualification Inspire Employee Voice?——Based on the Lens of Fairness Heuristic

Zhou Ye1, Huang Xu2, Xie Wujie3,4   

  1. 1. School of Business Administration, Shanxi University of Finance and Economics, Taiyuan 030006;
    2. School of Business Administration, Hong Kong Baptist University, Hong Kong 999077;
    3. School of Business, Shanghai University of Finance and Economics, Shanghai 200433;
    4. School of Historical, Culture and Tourism Management, Jiangsu Normal University, Xuzhou 221116
  • Received:2018-07-11 Published:2020-12-30

摘要: 近几年学术界开始关注资质过剩感的积极后果,但相关研究仍较少。基于公平启发理论,本研究探讨了资质过剩感对员工建言的正向影响机制,认为低互动公平时,资质过剩感和员工建言负相关,高互动公平则会激励资质过剩员工选择积极建言。研究进一步揭示了工作年限可能减弱互动公平非线性调节作用的机理,提出互动公平高且工作年限短时,资质过剩感和员工建言间正向关系最强的假设。通过来自47个团队共256位银行柜员及他们直接上级的两阶段调查数据,研究所构建的三维交互模型获得了支持。研究发现可启示企业管理者营造公平的组织氛围,以激发资质过剩员工工作主动性,为企业应对"大材小用"问题提供思路。

关键词: 资质过剩感, 员工建言, 互动公平, 公平启发理论, 工作年限

Abstract: Although scholars start to pay attention to positive influence of perceived overqualification in recent years, researches in this regards are far from enough. Based on fairness heuristic theory, the present paper tries to explore positive influence of perceived overqualification on employee voice, and assumes that perceived overqualification and employee voice have a negative relationship when interactive justice is low, but high-interactive justice may stimulate overqualified employee to choose voice. Furthermore, this study discovers that employee's tenure alleviates the moderating effect of interactive justice, indicating that the positive effect of perceived overqualification on employee voice is the strongest when interactive justice is high and tenure is short. To test the hypotheses, we collect a two-wave field data from 256 bank tellers of 47 groups, and the model is supported by observed data. This study's finding inspires managers to create a fair organizational atmosphere to stimulate the initiative of employees with overqualification, and provides ideas for enterprises to deal with the problem of overqualification.

Key words: perceived overqualification, employee voice, interactive justice, fairness heuristic theory, tenure