管理评论 ›› 2023, Vol. 35 ›› Issue (2): 228-236.

• 组织行为与人力资源管理 • 上一篇    下一篇

宽恕的代价:领导宽恕、员工道德推脱与工作场所越轨行为的关系研究

张军伟1, 张亚军2, 尹长琴3, 陆露2, 朱其权4   

  1. 1. 广东工业大学管理学院, 广州 510520;
    2. 贵州财经大学工商管理学院, 贵阳 550025;
    3. 华中科技大学管理学院, 武汉 430074;
    4. 广州大学管理学院, 广州 510006
  • 收稿日期:2020-12-02 出版日期:2023-02-28 发布日期:2023-03-27
  • 通讯作者: 尹长琴(通讯作者),华中科技大学管理学院博士研究生
  • 作者简介:张军伟,广东工业大学管理学院副教授,博士;张亚军,贵州财经大学工商管理学院教授,博士生导师,博士;陆露,贵州财经大学工商管理学院副教授,博士;朱其权,广州大学管理学院讲师,博士。
  • 基金资助:
    广东省基础与应用基础研究基金项目(2022A1515011788);教育部人文社会科学研究一般项目(18YJA630149);国家自然科学基金青年项目(72002056)。

The Costs of Forgiveness: The Study on the Relationships of Leader Forgiveness, Employee Moral Disengagement with Workplace Deviance

Zhang Junwei1, Zhang Yajun2, Yin Changqin3, Lu Lu2, Zhu Qiquan4   

  1. 1. School of Management, Guangdong University of Technology, Guangzhou 510520;
    2. School of Business Administration, Guizhou University of Finance and Economics, Guiyang 550025;
    3. School of Management, Huazhong University of Science and Technology, Wuhan 430074;
    4. School of Management, Guangzhou University, Guangzhou 510006
  • Received:2020-12-02 Online:2023-02-28 Published:2023-03-27

摘要: 以往大多数研究探讨领导宽恕的积极影响,而忽视了其负面影响。本文探索了领导宽恕与员工工作场所越轨行为之间的关系,并分析了员工道德推脱的中介作用和员工共情的调节效应。本文以306名员工与71名部门主管为样本,采用多层线性模型、跨层次有调节的中介效应等方法进行统计分析。研究结果表明:(1)员工共情在领导宽恕与员工道德推脱之间起调节作用。当员工共情水平较低时,领导宽恕对员工道德推脱有正向影响;而当员工共情水平较高时,两者的相关不显著。(2)当员工共情水平较低时,领导宽恕通过员工道德推脱的中介作用,进而正向影响员工越轨行为。而当员工共情水平较高时,道德推脱的间接效应不显著。

关键词: 领导宽恕, 道德推脱, 工作场所越轨行为, 共情

Abstract: Most previous studies have shown that leader forgiveness is associated with positive outcomes. Yet, few studies have examined its negative effects. Thus, our study investigates the association between leader forgiveness and employee workplace deviance, and tests the mediating role of employee moral disengagement and the moderating effect of employee empathy. We use Hierarchical Linear Modeling to examine our hypotheses by analyzing a sample of 306 employees and 71 department supervisors. The results show that employee empathy moderates the link between leader forgiveness and employee moral disengagement. When employee empathy is low, there is a positive relationship between leader forgiveness and employee moral disengagement, but a non-significant link when employee empathy is high. Furthermore, the indirect effect of leader forgiveness on employee workplace deviance via moral disengagement is significant when employee empathy is low, whereas the indirect effect is not significant when employee empathy is high.

Key words: leader forgiveness, moral disengagement, workplace deviance, empathy