CAJ | 학술논문

成就目标导向在团队绩效控制情境下能否有效预测员工创造力是个值得关注的话题。以研发团队为研究对象,运用线性阶层模型考察了三者间的跨层次关系。结果发现,低绩效控制下,精熟目标导向、表现–趋近导向对创造力有正向影响,表现？回避导向有负向影响;高绩效控制下,精熟导向对创造力有“S型”非线性影响,表现？回避导向有正向影响。结果表明,高精熟目标导向在高绩效控制情境下抑制员工创造力,而表现导向也并非总是与缺乏创造力联系起来,提高表现？回避导向个体的绩效控制程度或者降低表现？趋近导向个体的绩效控制程度同样可以促进创造力。启示在于,管理者不仅应关注成就导向的个体差异,更应重视构建相应的绩效控制情境,从二者交互作用出发激活员工创造力。
성취목표도향재단대적효공제정경하능부유효예측원공창조력시개치득관주적화제。이연발단대위연구대상,운용선성계층모형고찰료삼자간적과층차관계。결과발현,저적효공제하,정숙목표도향、표현–추근도향대창조력유정향영향,표현？회피도향유부향영향;고적효공제하,정숙도향대창조력유“S형”비선성영향,표현？회피도향유정향영향。결과표명,고정숙목표도향재고적효공제정경하억제원공창조력,이표현도향야병비총시여결핍창조력련계기래,제고표현？회피도향개체적적효공제정도혹자강저표현？추근도향개체적적효공제정도동양가이촉진창조력。계시재우,관리자불부응관주성취도향적개체차이,경응중시구건상응적적효공제정경,종이자교호작용출발격활원공창조력。
In the critical period of innovation-driven development and transformation, employee creativity is regarded as an important source of competitive advantage, and organizations are increasingly seeking innovative ways to foster individual creativity. Against this background, managers are facing the dual challenges, not only to identify employees with creativity potential, but also managing team context to render it more conducive to individual employee creativity. Hence, organizational researchers had devoted great attention to uncovering variables that influence employee creativity both on individual level and on team level. Previous researches have revealed strong links between achievement goal orientation and employee creativity, however the empirical studies show mixed results and this relationship has remained ambiguous and contested. For example, it is uncertain whether there is always a positive relationship between mastery goal orientation and creativity in different team contexts, and whether there is always a negative relationship between performance goal orientation and creativity under any circumstances. The purpose of this paper is to develop a framework about the cross-level influences of individual goal orientation and the team context on team member＇s creativity. Adopting a cross-level approach, we examined how achievement goal orientation may relate to individual creativity in different team contexts. Multi-source data were collected from 540 members within 54 R＆D teams. Although both individual differences in dispositions and team context play important roles in the creative process, person-in-situation approaches that account for their interactive influences are still in development. Our study also enriches and extends the nonlinear cross-level approach in organizational behavior research, providing further evidence for the promise of this approach. The results are as follows： firstly, mastery goal orientation is positively related to creativity, and low performance control strengthens this positive relationship; but in the high-performance control context, mastery goal orientation has an ＂S-type＂ effect on creativity, which means excessive learning and exploratory behaviors suppress team member＇s creativity, thereby supporting the learning overload theory. Secondly, performance- approach goal orientation has a significant positive effect on creativity in the low-performance control context. Thirdly, performance-avoidance goal orientation is negatively related to creativity in the low performance control context, but the relationship is positive in the high-performance control context. The findings support the performance contingency theory and trait activation theory. Performance control practices are a more complex may regulate and influence individuals＇ goal-directed issue. Our study shows that team performance control practices behavior to activate or inhibit the creative expression of goal orientations. This inspired that we should shift the focus from employees＇ goal-orientations trait differences to constructing performance control system that matched with them when managing employee creativity. Specifically, considering that in the high-performance control context, learning behaviors beyond a certain point （i.e., at high levels of mastery goal orientation） may diminish creativity, we need to control the learning and exploratory behaviors in a reasonable range for efficiently investing in practices that promote creativity. At the same time, vertical control should be adopted for the avoid-oriented team members, while the horizontal control is suitable for the approach-oriented individuals.