員工建言遭拒還願意再建言嗎？主管建設性回饋與員工建言韌性之關係：中介與調節效果之探討

Abstract

本研究試圖運用社會認知理論，以探討主管針對不賞識的建言所給予建設性回饋，是否能建立起員工的建言效能感（包括建言能力信念以及建言有效信念），以幫助員工提升建言韌性，並探究員工的主動積極性格與脆弱性格如何與建言能力信念與建言有效信念的中介歷程互動。本研究透過以事例為基礎的問卷調查法收集臺灣企業組織中共計241筆有效資料。結果顯示，在不賞識建言的情境下，主管所給予的建設性回饋會提升員工對建言的能力信念與有效信念，並進一步提升員工的建言韌性；此外，員工的主動積極性格會強化建言能力信念的中介效果，而脆弱性則會弱化建言有效信念的中介效果。藉由本研究之結果，一方面於理論上可更細緻地釐清建言效能感的內涵，並拓展建言韌性影響機制的探討；另一方面於實務上可提供主管回應策略以面對不予以採納之建言，促使員工能夠持續建言。

Drawing on social cognitive theory, the current study tends to explore whether supervisors’ constructive feedback can enhance employee voice resilience through two mechanisms of voice efficacy, including belief in their ability to voice and belief in the effectiveness of their voice, as well as investigate how proactive and vulnerability personality interact with these two mechanisms. Using event-based survey, the current study obtained 241 valid data from enterprises in Taiwan. The results show that the relationship of supervisors’ constructive feedback and employees' voice resilience was mediated by employees' belief in their ability to voice and belief in its effectiveness. Furthermore, employees' proactive personality strengthened the mediating effect of employees' belief in their ability to voice, while vulnerability personality weakened the mediating effect of the belief in the effectiveness of their voice. On the basis of the results, the current study contributes to the voice literature by clarifying the essence of voice efficacy as well as exploring the mechanism of voice resilience. Also, in practice, the current study provides supervisors with response strategies to deal with rejected voice, and encourage employees to continue voicing their ideas.