| 英文摘要 |
This research proposes a multilevel model of transformational leadership (TFL), organizational support (OS), organization-based Self-esteem (OSE), and job engagement (JE) to predict counterproductive work behaviors (CWBs). This study tests the proposed model using longitudinal data with 901 employees from 160 different research and development (R&D) workgroups in the financial information technology industry of Greater China at multiple points (Time 1 to Time 3) spanning 10 months. The findings reveal that the individual-level and work-unit-level TLF, OS, and OSE strongly predicts employees’ JE, and that individual-level and work-unit-level JE strongly predicts employees’ CWBs. The present study proposes a model of JE, but other variables might also be important to JE. These findings suggest that managers not only must inspire and enable employees to apply their full energy to their work (e.g., JE), but must also find ways to alleviate CWBs. The study draws upon Kahn’s (1990) engagement theory to explain how TFL, OS, and OSE influence JE, which in turn helps alleviate CWBs.
|
