管理学报
管理學報
관이학보
Chinese JOurnal of Management
2011年
3期
417~422
,共null页
刘彧彧 黄小科 丁国林 严肃
劉彧彧 黃小科 丁國林 嚴肅
류욱욱 황소과 정국림 엄숙
沟通开放性 领导-成员交换 关系 组织承诺 中介作用
溝通開放性 領導-成員交換 關繫 組織承諾 中介作用
구통개방성 령도-성원교환 관계 조직승낙 중개작용
communication openness; leader-member exchange; guanxi; organizational commitment; moderating effects
对315位中国企业的员工进行测试,探讨沟通开放性对组织承诺的影响以及领导-成员交换和"关系"在此过程中的中介作用,并考察年龄、学历、职位级别等个人特征对各变量的影响。研究结论表明:①组织中沟通开放性对员工组织承诺有正向的影响;②沟通开放性对领导-成员交换和上下级"关系"均有正向的影响;③"关系"在沟通开放性与员工组织承诺的关系中起完全中介作用;④领导-成员交换不直接在沟通开放性与员工组织承诺的关系中起中介作用。在此基础上对中国企业提出有关建议:建立良性的正式沟通网络,保证各种信息能顺利进行传递;上级要对下属更加开放;上级要与下级保持良好的个人"关系",以获得下属的忠诚,以增强员工的组织承诺。
對315位中國企業的員工進行測試,探討溝通開放性對組織承諾的影響以及領導-成員交換和"關繫"在此過程中的中介作用,併攷察年齡、學歷、職位級彆等箇人特徵對各變量的影響。研究結論錶明:①組織中溝通開放性對員工組織承諾有正嚮的影響;②溝通開放性對領導-成員交換和上下級"關繫"均有正嚮的影響;③"關繫"在溝通開放性與員工組織承諾的關繫中起完全中介作用;④領導-成員交換不直接在溝通開放性與員工組織承諾的關繫中起中介作用。在此基礎上對中國企業提齣有關建議:建立良性的正式溝通網絡,保證各種信息能順利進行傳遞;上級要對下屬更加開放;上級要與下級保持良好的箇人"關繫",以穫得下屬的忠誠,以增彊員工的組織承諾。
대315위중국기업적원공진행측시,탐토구통개방성대조직승낙적영향이급령도-성원교환화"관계"재차과정중적중개작용,병고찰년령、학력、직위급별등개인특정대각변량적영향。연구결론표명:①조직중구통개방성대원공조직승낙유정향적영향;②구통개방성대령도-성원교환화상하급"관계"균유정향적영향;③"관계"재구통개방성여원공조직승낙적관계중기완전중개작용;④령도-성원교환불직접재구통개방성여원공조직승낙적관계중기중개작용。재차기출상대중국기업제출유관건의:건립량성적정식구통망락,보증각충신식능순리진행전체;상급요대하속경가개방;상급요여하급보지량호적개인"관계",이획득하속적충성,이증강원공적조직승낙。
This research is established in Chinese context,and by measuring a sample of 315 employees from Chinese enterprises,it attempts to examine the impacts of communication openness on organizational commitment and the mediating effects of leader-member exchange and Guanxi in this process.Also,we explore the impacts of age,education,position level on these variables.The main findings are shown as follows.Firstly,communication openness is significantly related to LMX,guanxi and organizational commitment.Secondly,guanxi fully mediates the relationship between communication openness and organizational commitment.Thirdly,LMX doesn't mediate the relationship between communication openness and organizational commitment directly.This research finds that personal guanxi between supervisor and subordinate plays an important role in Chinese enterprises,and the suggestions for Chinese enterprises from the result are as follows.Chinese enterprises should build effective formal communication networks to ensure that any information can transmit without obstacle.Supervisors should be more open to subordinates,especially strengthen the initiative of communication.In addition to formal LMX,supervisors need to keep good personal guanxi with subordinates,and spend time caring them to win subordinates' commitment,thus increase employees' organizational commitment.