领导者负面反馈真的不利于员工创新吗——积极归因与工作重塑的作用  

Is Negative Feedback from Leaders Really Harm for Employee Innovative Behavior?the Role of Positive Attribution and Job Crafting

作　　者：马璐 谢鹏 韦依依 乔小涛 Ma Lu;Xie Peng;Wei Yiyi;Qiao Xiaotao(School of Management, Guangxi University for Nationalities, Nanning 530006, China;School of Economics and Management, Guangxi University of Science and Technology, Liuzhou 545006, Guangxi, China;Warwick Business School,University of Warwick,Coventry CV47AL,UK;Alliance PKU Management Consultants Ltd, Beijing 100871, China)

机构地区：[1]广西民族大学管理学院,广西南宁530006 [2]广西科技大学经济与管理学院,广西柳州545006 [3]华威大学商学院,英国考文垂CV47AL [4]北京北大纵横管理咨询有限责任公司,北京100871

出　　处：《科技进步与对策》2021年第12期144-150,共7页Science & Technology Progress and Policy

基　　金：国家社会科学基金项目(20XGL014)。

摘　　要：基于反馈干预理论和归因理论,通过两阶段405份配对样本数据,探讨领导者负面反馈对员工创新的积极作用。结果发现:高水平积极归因的员工在面对领导者的负面反馈时,更容易进行工作重塑;工作重塑对员工创新行为具有正向影响;高水平积极归因的员工在面对领导者的负面反馈时,会显著提升工作重塑水平,进而对其创新行为产生正向影响。Based on the feedback intervention theory and attribution theory,this study discusses the positive effect of leaders'negative feedback on employee innovation by 405 paired sample data from two-time points.The results show that employee with high level positive attribution may contribute to job crafting;Job crafting has a significant positive effect on employee innovative behavior;employee with high level positive attribution may contribute to promote employee innovative behavior after experiencing leaders'negative feedback through improving job crafting.

关 键 词：负面反馈 积极归因 工作重塑 员工创新行为 

分 类 号：F272.91[经济管理—企业管理]