员工沉默行为的产生与应对策略实证分析.pdfVIP

重庆工商大学学报 (西部论坛) 第 19卷第 5期 2009年 9月 # # J Chongqing TechnolBusinessUniv. (W est Forum) Vol. 19 o. 5 Sep. 2009 do:i 10. 3969/j. issn. 1008-6439. 2009. 05. 016 * 王麒凯, 曹姬娜, 黄邵繁 ( , 400030) :调查表明, 员工沉 行为产生的动机是多方面的, 其中大部分原因与领导有关, 性别年龄学 历所在企业属性管理层级不同的员工的沉 动机存在差异; 员工沉 行为的发生不利于领导的决策, 也 会导致员工积极性降低,还会损坏组织的判断能力和纠错能力减少员工沉 行为是一个系统工程, 涉及 诸多方面诸多环节, 要求组织管理者树立全局思想,调动一切可以利用的资源, 创造有利条件, 减少员工沉 行为的发生和再发生 : 沉 行为; 许性沉 ; 防御性沉 ; 漠视性沉 : F272. 92 : A : 1008-6439(2009) 05-0103-06 Empirical Analysis of Silent Acts of Em ployees and Its Cop ing Strategies WA G Qi-kai, CAO J-ina, HUA G Shao-fan (Co llege ofTrade and Public Administration, Chongqing University, Chongqing 400030, China) Abs tract: Survey shows that themotive of silent acts of employees ismultiple and most causes refer to leaders, sex, age, education background, enterprise property, management level and so on. The silent acts are not beneficial to leaders. decision and can lead to low working initiation and can break organizational judgment ability and correcting ability. Reduction of silent acts of the employees is a systematic engineering and involves in many aspects and links and requires organizationm anagers to set up al-l rounded thought and to use all resources and to create beneficial condition so as to reduce silent acts of the employees. K ey w ord s: acts of silence; acquiescence and silence; defensive silence; indifference and silence [ 1] [2] 56 ( 5IndustryW eek6) 1991 Ryan Oestreich 22 845, 29 260, 70% ,