工作场所正念对人际反生产行为的双刃剑效应

摘要/Abstract

摘要： 众多企业已引入正念训练以期提升员工效能，但近来研究发现，正念在工作场所中可能存在消极影响。本文基于特质激活理论，旨在探讨工作场所正念对人际反生产行为的双重效应。通过对一家高新技术企业862名员工进行多时点的问卷调研，研究结果表明，工作场所正念通过同情他人减少了员工的人际反生产行为，并通过自我宽恕增加了员工的人际反生产行为；感知到的团队合作性调节了工作场所正念与同情他人、自我宽恕的关系以及上述中介效应；感知到的团队合作性越高，正念对同情他人的影响及其中介效应越强，而正念对自我宽恕的影响及其中介效应越弱。本文揭示了正念对人际反生产行为存在双刃剑效应，研究结果启示企业应辩证地看待正念及其人际效果。

关键词: 工作场所正念, 同情他人, 自我宽恕, 人际反生产行为, 感知到的团队合作性

Abstract: Many companies have introduced mindfulness training to improve employees’ work effectiveness. However, recent researches have found that mindfulness may have a negative impact in the workplace. Based on trait activation theory, this study aims to examine a double effect of workplace mindfulness on employees’ interpersonal counterproductive behavior. Multiple-wave survey data of 862 employees collected from a high-tech company indicate that compassion for others mediates the relationship between workplace mindfulness and interpersonal counterproductive behavior and self-forgiveness mediates the relationship between workplace mindfulness and interpersonal counterproductive behavior. Perceived team cooperation moderates workplace mindfulness’ relationship with compassion for others and self-forgiveness as well as the above indirect effects. At a higher level of perceived team cooperation, the effect of workplace mindfulness on compassion for others and its indirect effect is strengthened, while the effect of workplace mindfulness on self-forgiveness and its indirect effect is weakened. This study reveals the double-edged effect of workplace mindfulness on interpersonal counterproductive behavior and inspires companies to dialectically treat mindfulness and its interpersonal influences.

Key words: workplace mindfulness, compassion for others, self-forgiveness, interpersonal counterproductive behavior, perceived team cooperation

倪丹, 张梦怡, 郑晓明. 工作场所正念对人际反生产行为的双刃剑效应[J]. 管理评论, 2024, 36(7): 207-218.

Ni Dan, Zhang Mengyi, Zheng Xiaoming. The Double-edged Sword Effect of Workplace Mindfulness on Interpersonal Counterproductive Behavior[J]. Management Review, 2024, 36(7): 207-218.

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