绩效考核对员工越轨创新的影响——一个被调节的中介模型

门贺; 赵慧军; 段旭

doi:10.6049/kjjbydc.2020110251

科技进步与对策 >

2021 , Vol. 38 >Issue 10: 151 - 160

DOI: https://doi.org/10.6049/kjjbydc.2020110251

科技人才培育

绩效考核对员工越轨创新的影响——一个被调节的中介模型

门贺 ,
赵慧军 ,
段旭

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（1.首都经济贸易大学工商管理学院，北京 100070；2.北京经济管理职业学院管理学院，北京 100102）

门贺（1991—），男，河南永城人，首都经济贸易大学工商管理学院博士研究生，研究方向为组织行为与人力资源管理；赵慧军（1964—），女，黑龙江哈尔滨人，博士，首都经济贸易大学工商管理学院教授，博士生导师，研究方向为组织行为与人力资源管理；段旭（1986—），女，北京人，博士，北京经济管理职业学院管理学院讲师，研究方向为组织行为与人力资源管理。

收稿日期: 2020-12-14

修回日期: 2021-01-08

网络出版日期: 2021-05-25

基金资助

国家自然科学基金项目 (71672118)；北京市社科基金重点项目(18GLA003)；北京经济管理职业学院项目（20YBA10）

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The Influence of Performance Appraisal on Employees' Bootleg Innovation: A Moderated Mediation Model

Men He ,
Zhao Huijun ,
Duan Xu

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(1.School of Business Administration, Capital University of Economics and Business，Beijing 100070，China;2.School of Management, BeiJing Institute of Economics And Management，Beijing 100102，China)

Received date: 2020-12-14

Revised date: 2021-01-08

Online published: 2021-05-25

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摘要

基于社会交换理论和社会认知理论，采用两阶段追踪调查数据，探讨不同目的取向绩效考核对员工越轨创新的差异化影响，并检验角色宽度自我效能感与共享型领导在两者间的作用机制。研究结果表明：发展型绩效考核正向影响员工越轨创新，评估型绩效考核负向影响员工越轨创新；角色宽度自我效能感在不同目的取向绩效考核与员工越轨创新间起部分中介作用；共享型领导不仅显著提升发展型绩效考核对角色宽度自我效能感的正向影响，增强角色宽度自我效能感在发展型绩效考核与员工越轨创新间的中介作用，而且弱化评估型绩效考核与角色宽度自我效能感间的负向影响，削弱角色宽度自我效能感在评估型绩效考核与员工越轨创新间的中介作用。该研究结果不仅丰富了越轨创新的理论研究，而且为企业实施不同目的取向的绩效考核提供了有益启示。

关键词： 绩效考核; 角色宽度自我效能感; 员工越轨创新; 共享型领导

本文引用格式

门贺 , 赵慧军 , 段旭 . 绩效考核对员工越轨创新的影响——一个被调节的中介模型[J]. 科技进步与对策, 2021 , 38(10) : 151 -160 . DOI: 10.6049/kjjbydc.2020110251

Abstract

Based on the theory of social exchange and social cognition, the paper explores the influence of performance appraisal on employees′ bootleg innovation and the mediating role of role-breadth self-efficacy and the moderating role of shared leadership in this mechanism. The result of data analysis showed that:(1) the developmental performance appraisal significantly and positively affected employees′ bootleg innovation, and the evaluative performance appraisal significantly and negatively affected employees′ bootleg innovation;(2) role-breadth self-efficacy partially mediated the relationship between performance appraisal and employees′ bootleg innovation;(3) shared leadership positively moderated the indirect effect of performance appraisal on employees′ bootleg innovation via role-breadth self-efficacy. That is, the indirect effect of the developmental performance appraisal on employees′ bootleg innovation via role-breadth self-efficacy was significant stronger when shared leadership was high; whereas the indirect effect of the evaluative performance appraisal on employees′ bootleg innovation via role-breadth self-efficacy was significant weaker when shared leadership was high. The present research not only enriches and extends literature of performance appraisal and employees′ bootleg innovation，but also provides implications on how to improve employees′ innovation behavior in the workplace.

Key words： Performance Appraisal; Employees′ Bootleg Innovation; Role-breadth Self-efficacy; Shared Leadership

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