员工诚实-谦逊与工作越轨行为：基于特质激发理论的视角&#x0002A;

韩志伟; 习怡衡; 秦嘉; 任志帅; 呼枫

doi:10.16719/j.cnki.1671-6981.20240121

PDF(1040 KB)

心理科学 ›› 2024, Vol. 47 ›› Issue (1) : 178-186. DOI: 10.16719/j.cnki.1671-6981.20240121

社会、人格与管理

员工诚实-谦逊与工作越轨行为：基于特质激发理论的视角^*

韩志伟¹, 习怡衡^**2, 秦嘉¹, 任志帅¹, 呼枫¹

作者信息 +

Employee Honesty-Humility and Workplace Deviant Behavior: From the Perspective of Trait Activation Theory

Han Zhiwei¹, Xi Yiheng², Qin Jia¹, Ren Zhishuai¹, Hu Feng¹

Author information +

文章历史 +

摘要

本研究基于特质激发理论,考察了道德型领导行为和团队道德氛围对员工诚实-谦逊与工作越轨行为关系的调节作用。来自30个工作团队221名员工的多阶段数据分析结果表明：道德型领导行为和团队道德氛围不仅能单独增强员工诚实-谦逊对工作越轨行为的负向预测作用,并且道德型领导行为还能通过促进团队道德氛围进而增强员工诚实-谦逊对工作越轨行为的负向预测作用。研究结果为理解员工诚实-谦逊与工作越轨行为的关系提供了更加全面的理论解释,并提供了一定的实践启示。

Abstract

Although numerous studies have confirmed that employee honesty-humility negatively predicts workplace deviant behavior, most studies have focused on the direct effect of employee honesty-humility on workplace deviant behavior, and have ignored the role of organizational contexts in this process. Identifying which organizational contexts strengthen or weaken the direct effect of employee honesty-humility on workplace deviant behavior can not only provide a more comprehensive understanding of the process by which employee honesty-humility affects workplace deviant behavior, but also adopt corresponding measures in management practices to lead employee work behaviors toward the direction expected by organizations.
Based on the Trait Activation Theory, this study explores the organizational contextual conditions that may influence the direct effect of employee honesty-humility on workplace deviant behavior. Specifically, we argue that two ethics-related organizational contexts - ethical leadership behavior and team ethical climate - can activate employee honest-humility, thereby curbing the occurrence of workplace deviant behavior. In addition, ethical leadership behavior may also indirectly activate employee honesty-humility by promoting team ethical climate, thereby discouraging workplace deviant behavior.
We employed a multi-stage questionnaire survey to collect the data, which consisted of three stages with an interval of one month. In the first stage, employees were asked to rate their honest-humility and answer basic demographic information. In the second stage, employees were asked to evaluate ethical leadership behaviors of their team leaders and team ethical climate of their teams. In the third stage, employees were asked to report their workplace deviant behavior. Valid data were obtained from 30 teams with a total of 221 employees. The results showed that: (1) Ethical leadership behavior strengthened the negative relationship between employee honesty-humility and workplace deviant behavior; (2) Team ethical climate strengthened the negative relationship between employee honesty-humility and workplace deviant behavior; (3) Team ethical climate mediated the moderating effect of ethical leadership behavior on the relationship between employee honesty-humility and workplace deviant behavior.
This study has several theoretical contributions. First, by investigating the moderating effects of ethical leadership behavior and team ethical climate on the relationship between employee honesty-humility and workplace deviant behavior, this study provides a more comprehensive theoretical explanation for understanding the relationship between employee honesty-humility and workplace deviant behavior. Second, this study confirms that ethical leadership behavior and team ethical climate can act as trait-related contexts to activate employee honesty-humility, thus inhibiting the occurrence of workplace deviant behavior, which provides a novel perspective to understand the relationship between ethical leadership behavior and ethical climate and employee workplace deviant behavior. Finally, this study finds that trait-related contexts at the social level can influence the work behavior expression process of personality traits by affecting trait-related contexts at the organizational level, thus making a certain contribution to the Trait Activation Theory. Regarding practical implications, the findings suggest that managers should actively engage ethical leadership behavior and promote team ethical climate to activate employee honesty-humility, thus leading the development of their work behaviors in line with organization's expectations. Research deficiencies and prospects are also discussed.

导出引用

韩志伟, 习怡衡, 秦嘉, 任志帅, 呼枫. 员工诚实-谦逊与工作越轨行为：基于特质激发理论的视角^*[J]. 心理科学. 2024, 47(1): 178-186 https://doi.org/10.16719/j.cnki.1671-6981.20240121

Han Zhiwei, Xi Yiheng, Qin Jia, Ren Zhishuai, Hu Feng. Employee Honesty-Humility and Workplace Deviant Behavior: From the Perspective of Trait Activation Theory[J]. Journal of Psychological Science. 2024, 47(1): 178-186 https://doi.org/10.16719/j.cnki.1671-6981.20240121

参考文献

[1] 刘玉新, 陈晨, 朱楠, 张建卫, 王帅. (2020). 何以近朱者赤、近墨者黑? 特质激活理论的缘起、现状和未来. 心理科学进展, 28(1), 161-177.
[2] 石磊. (2016). 道德型领导与员工越轨行为关系的实证研究——一个中介调节作用机制. 预测, 35(2), 23-28.
[3] 王震, 许灏颖, 杜晨朵. (2015). 道德型领导如何减少下属非道德行为: 领导组织化身和下属道德效能的作用. 心理科学, 38(2), 439-445.
[4] Ashton, M. C., & Lee, K. (2007). Empirical, theoretical, and practical advantages of the HEXACO model of personality structure. Personality and Social Psychology Review, 11(2), 150-166.
[5] Ashton, M. C., & Lee, K. (2009). The HEXACO-60: A short measure of the major dimensions of personality. Journal of Personality Assessment, 91(4), 340-345.
[6] Bennett, R. J., & Robinson, S. L. (2000). Development of a measure of workplace deviance. Journal of Applied Psychology, 85(3), 349-360.
[7] Bliese, P. D. (2000). Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis. In K. J. Klein & S. W. J. Kozlowski (Eds.), Multilevel theory, research, and methods in organizations: Foundations, extensions, and new directions (pp. 349-381). Jossey-Bass.
[8] Bourdage J. S., Goupal A., Neilson T., Lukacik E. R., & Lee N. (2018). Personality, equity sensitivity, and discretionary workplace behavior. Personality and Individual Differences, 120, 144-150.
[9] Bourdage J. S., Lee K., Lee J. H., & Shin K. H. (2012). Motives for organizational citizenship behavior: Personality correlates and coworker ratings of OCB. Human Performance, 25(3), 179-200.
[10] Brown, M. E., & Mitchell, M. S. (2010). Ethical and unethical leadership: Exploring new avenues for future research. Business Ethics Quarterly, 20(4), 583-616.
[11] Brown M. E., Treviño L. K., & Harrison D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117-134.
[12] Cohen T. R., Panter A. T., Turan N., Morse L., & Kim Y. (2014). Moral character in the workplace. Journal of Personality and Social Psychology, 107(5), 943-963.
[13] Cullen J. B., Parboteeah K. P., & Victor B. (2003). The effects of ethical climates on organizational commitment: A two-study analysis. Journal of Business Ethics, 46(2), 127-141.
[14] de Vries, R. E., & van Gelder, J. L. (2015). Explaining workplace delinquency: The role of honesty-humility, ethical culture, and employee surveillance. Personality and Individual Differences, 86, 112-116.
[15] Demirtas, O., & Akdogan, A. A. (2015). The effect of ethical leadership behavior on ethical climate, turnover intention, and affective commitment. Journal of Business Ethics, 130(1), 59-67.
[16] Denison, D. R. (1996). What is the difference between organizational culture and organizational climate? A native's point of view on a decade of paradigm wars. Academy of Management Review, 21(3), 619-654.
[17] Hough L. M., Oswald F. L., & Ock J. (2015). Beyond the big five: New directions for personality research and practice in organizations. Annual Review of Organizational Psychology and Organizational Behavior, 2, 183-209.
[18] Hurtz, G. M., & Donovan, J. J. (2000). Personality and job performance: The big five revisited. Journal of Applied Psychology, 85(6), 869-879.
[19] James L. R., Demaree R. G., & Wolf G. (1984). Estimating within-group interrater reliability with and without response bias. Journal of Applied Psychology, 69(1), 85-98.
[20] Kuenzi M., Mayer D. M., & Greenbaum R. L. (2020). Creating an ethical organizational environment: The relationship between ethical leadership, ethical organizational climate, and unethical behavior. Personnel Psychology, 73(1), 43-71.
[21] Lee, K., & Ashton, M. C. (2004). Psychometric properties of the HEXACO personality inventory. Multivariate Behavioral Research, 39(2), 329-358.
[22] Lee K., Ashton M. C., & Shin K. H. (2005). Personality correlates of workplace anti-social behavior. Applied Psychology, 54(1), 81-98.
[23] Lee Y., Berry C. M., & Gonzalez-Mulé E. (2019). The importance of being humble: A meta-analysis and incremental validity analysis of the relationship between honesty-humility and job performance. Journal of Applied Psychology, 104(12), 1535-1546.
[24] Li N., Barrick M. R., Zimmerman R. D., & Chiaburu D. S. (2014). Retaining the productive employee: The role of personality. Academy of Management Annals, 8(1), 347-395.
[25] Mayer D. M., Kuenzi M., & Greenbaum R. L. (2010). Examining the link between ethical leadership and employee misconduct: The mediating role of ethical climate. Journal of Business Ethics, 95, 7-16.
[26] Newman A., Round H., Bhattacharya S., & Roy A. (2017). Ethical climates in organizations: A review and research agenda. Business Ethics Quarterly, 27(4), 475-512.
[27] Ng, T. W. H., & Feldman, D. C. (2015). Ethical leadership: Meta-analytic evidence of criterion-related and incremental validity. Journal of Applied Psychology, 100(3), 948-965.
[28] Oh I. S., Lee K., Ashton M. C., & de Vries, R. E. (2011). Are dishonest extraverts more harmful than dishonest introverts? The interaction effects of honesty-humility and extraversion in predicting workplace deviance. Applied Psychology, 60(3), 496-516.
[29] Pletzer J. L., Bentvelzen M., Oostrom J. K., & de Vries, R. E. (2019). A meta-analysis of the relations between personality and workplace deviance: Big Five versus HEXACO. Journal of Vocational Behavior, 112, 369-383.
[30] Pletzer J. L., Oostrom J. K., Bentvelzen M., & de Vries, R. E. (2020). Comparing domain- and facet-level relations of the HEXACO personality model with workplace deviance: A meta-analysis. Personality and Individual Differences, 152, Article 109539.
[31] Sackett P. R., Lievens F., Van Iddekinge C. H., & Kuncel N. R. (2017). Individual differences and their measurement: A review of 100 years of research. Journal of Applied Psychology, 102(3), 254-273.
[32] Shin Y., Sung S. Y., Choi J. N., & Kim M. S. (2015). Top management ethical leadership and firm performance: Mediating role of ethical and procedural justice climate. Journal of Business Ethics, 129(1), 43-57.
[33] Tett, R. P., & Burnett, D. D. (2003). A personality trait-based interactionist model of job performance. Journal of Applied Psychology, 88(3), 500-517.
[34] Treviño L. K., Hartman L. P., & Brown M. (2000). Moral person and moral manager: How executives develop a reputation for ethical leadership. California Management Review, 42(4), 128-142.
[35] Treviño L. K., Weaver G. R., & Reynolds S. J. (2006). Behavioral ethics in organizations: A review. Journal of Management, 32(6), 951-990.