| 英文摘要 |
Workplace gossip (WG) is prevalent in workplaces as an informal form of communication. Gossip often centers on evaluative discussions about others, especially in Chinese cultural contexts where social values emphasize surface-level harmony. Although the costs associated with negative workplace gossip (NWG) significantly outweigh the benefits of positive workplace gossip (Xie et al., 2020), NWG can help maintain surface interpersonal harmony (Kuo et al., 2015). Gossipers may discredit absent third parties with poor relationships, avoiding responsibility and detection while preserving surface harmony and easing conflict-related emotions (Kuo et al., 2015). Therefore, NWG has drawn considerable attention from both academic and practical perspectives.
This study explores the intricate relationship between workplace relationship conflicts and NWG, focusing on identifying conditional strategies to mitigate the emotional distress and subsequent NWG triggered by such conflicts. First, interpersonal dynamics, including relationships and communication, are key sources of workplace gossip (Sun et al., 2023), with relationship conflicts from poor interactions often triggering negative gossip (Dijkstra et al., 2014). When employees experience strained relationships with their colleagues or supervisors, NWG provides a channel for indirect aggression, alleviating frustration while minimizing the risks associated with direct confrontation (Latif et al., 2020). According to the model of organizational frustration (Spector, 1978), we examine whether subordinate–colleague relationship conflict (or subordinate–supervisor relationship conflict) increases organizational frustration, which leads to negative workplace gossip about colleagues (or supervisors).
Second, building on the model of organizational frustration (Spector, 1978), scholars developed the stressor-emotion model of counterproductive work behavior (Spector & Fox, 2005). This model suggests that when individuals experience environmental pressure, they may employ various cognitive appraisal and control strategies, influencing their negative emotions, such as organizational frustration (Spector & Fox, 2005). Consequently, when workers face interpersonal conflicts, adopting positive coping strategies to demonstrate their competence can effectively mitigate the impact of interpersonal conflict stress on negative emotional reactions (Carver & Connor-Smith, 2010; Nandkeolyar et al., 2014; Xie et al., 2019). Existing research has identified impression management (IM) as a marginal condition in the relationship between interpersonal interactions and emotional exhaustion (Eissa & Lester, 2018). IM involves individuals actively controlling their image within interpersonal environments, aiming to portray themselves as capable and trustworthy. By fostering a positive self-image, individuals can influence how others perceive them and potentially adopt more constructive coping strategies (Bolino et al., 2016; Schlenker, 1980). Therefore, we incorporate IM as a moderating variable to examine whether workers (or subordinates) with high IM can alleviate organizational frustration from“subordinate–colleague”and“subordinate–supervisor”conflicts, thereby reducing negative NWG about colleagues and supervisors, respectively.
A total of 429 valid data of subordinates from military organizations were collected through the three-time points, with an interval of two weeks. Adopting Mplus 8.3 to test our measurement model and path model. Confirmatory factor analysis (CFA) was conducted to examine the fit of the six-factor model. The results demonstrated a good model fit [χ2(237) = 715.85, RMSEA = .06, CFI = .95, TLI = .94, SRMR = .04], which outperformed five alternative models. In Figure 1, path analysis revealed significant positive relationships between subordinate–colleague relationship conflict and organizational frustration (b = .26, p < .001) and between subordinate–supervisor relationship conflict and organizational frustration (b = .18, p < .05). Organizational frustration positively predicted NWG targeting colleagues (b = .42, p < .001) and supervisors (b = .34, p < .001). Further analysis showed that organizational frustration significantly mediated the relationship between relationship conflict and NWG. Subordinate–colleague relationship conflict indirectly promoted NWG targeting colleagues through organizational frustration (indirect effect = .11, 95% CI [.05, .19]), and subordinate–supervisor relationship conflict indirectly promoted NWG targeting supervisors through organizational frustration (indirect effect = .06, 95% CI [.01, .12]).
Additionally, IM significantly and negatively moderated the relationship between subordinate–supervisor relationship conflict and organizational frustration (b = -.27, p < .001), indicating that high-IM individuals effectively mitigated frustration stemming from conflicts with supervisors, thereby reducing NWG targeting supervisors. However, the moderating effect of IM was not significant in the context of subordinate–colleague relationship conflict (b = .08, n.s.). All results are shown in Figure 1. This may reflect the concept of equal interactions among colleagues in Chinese culture, limiting the efficacy of IM strategies. The moderated mediation analysis further supported the significant role of IM in the indirect pathway of subordinate–supervisor relationship conflict to NWG targeting supervisors (estimate = -.09, 95% CI [-.17, -.04]) but not supported in the indirect pathway involving subordinate-–colleagues relationship conflict (estimate = .03, 95% CI [-.02, .09]).
In summary: (1) Organizational frustration has a mediated effect on the subordinate-colleague relationship conflict and NWG (to colleague); (2) Organizational frustration also has a mediated effect on the subordinate–supervisor relationship conflict and NWG (to supervisor); (3) IM reduces the influence of subordinate–supervisor conflict on organizational frustration, and further reduces NWG (to supervisor). However, IM doesn’t weaken the influence of subordinate–colleague relationship conflict on organizational frustration and sequent NWG (to colleagues). Future research could consider incorporating other relevant variables, such as interpersonal harmony and social trust, to deepen the understanding of the mechanisms connecting relationship conflicts and NWG. Overall, this study advances our understanding of the organizational frustration model and the frustration-aggression hypothesis. The findings indicate that IM effectively mitigates subordinate–supervisor relationship conflict but has limited impact on peer-level conflicts, possibly due to the cultural emphasis on hierarchical obligations in Chinese workplaces. This research offers localized insights into workplace behaviors within the Chinese cultural context. It suggests that organizations should enhance communication and psychological support mechanisms to help employees manage emotions from interpersonal conflicts, fostering workplace harmony and team effectiveness. |
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