功高一定震主嗎？探討主管對高績效員工之妒羨與信任歷程、及其後續不當督導與建言徵詢行為的影響：員工印象管理行為的干擾效果

Exploring Why and When High-Performers Trigger Supervisors’Abusive Leadership and Voice Solicitation: The Moderating Roles of Employees’Impression Management Behaviors

本研究整合探討績效優異員工如何同時引發主管的社會比較及社會交換歷程，並檢視印象管理行為的干擾效果。研究以汽車銷售業代為對象，採用多時間點蒐集及多重填答來源的問卷設計，總計蒐集320名員工及101位主管的配對資料，運用多層次路徑分析進行假設檢定。研究結果顯示：（1）員工績效表現會透過提高主管妒羨而增加不當督導行為，同時也會透過增加主管認知型信任而提升建言徵詢行為。（2）在印象管理策略方面，員工的模範行為雖無法減弱績效表現與主管妒羨的關係，但會強化績效表現與主管認知型信任的正向關係，進而間接增加建言徵詢行為；另外，自我推銷行為則展現雙重效果，它既可透過減弱績效表現與主管妒羨的關係來降低不當督導行為，同時也會弱化績效表現與主管認知型信任的關係而減少建言徵詢行為。本研究亦提供理論貢獻，並提出管理實務建議供參考。

Based on the social comparison and social exchange theories, this study integrated the dual effects of employees’performance on supervisors’positive and negative behaviors. Additionally, we delved into explored exemplification and self-promotion behaviors as boundary conditions of the dual effects. To test the proposed model, the present study collected data from 320 supervisor-employee pairs from the sample of automobile sales representatives in three different time points. The results of the multilevel path analysis revealed : (1) Employees’performance enhances supervisors’abusive supervision via increased supervisors’envy. (2) Employees’performance promotes supervisors’voice solicitation via increased supervisors’cognitive trust in employees. (3) Although exemplification behavior did not moderate the relationship between employees’performance and envy, it strengthened the positive indirect relationship between employees’performance and supervisors’voice solicitation via cognitive trust; (4) Self-promotion behavior not only attenuated the positive indirect effect between employees’performance and abusive supervision via supervisors’envy, but also attenuated the positive indirect between employees’performance and supervisors’voice solicitation via cognitive trust. Lastly, the study discusses its theoretical contributions, offers managerial implications, and suggests directions for future research.