本色或演技？—野心家取向对印象管理和组织公民行为关系的调节作用

Character or Acting?—Moderating Effect of Careerist Orientation on the Relationship between Impression Management and Organizational Citizenship Behavior

摘要: 目的：本文旨在探讨印象管理与组织公民行为二者的关系及野心家取向在该关系中的调节作用。方法：使用印象管理量表、组织公民行为量表、野心家取向量表对557名员工进行了数据收集；使用SPSS 22.0进行数据录入及后续相关、回归分析；使用process插件进行简单斜率检验；使用excel绘制简单效应分析图。统计结果表明：(1) 印象管理与组织公民行为显著正相关(r = .31, p < .001)；印象管理和野心家取向显著正相关(r = .44, p < .001)。(2) 野心家取向在印象管理和组织公民行为之间起着调节作用(F = 10.92, t = 2.55, p < .05)。结论：高野心家取向的员工更有可能出于印象管理动机表现组织公民行为(即好演员)，而低野心家取向的员工则相较而言更可能是好战士。企业或组织可在必要时将野心家取向量表作为人员测评、选拔的工具之一。

Abstract: Aim: To explore whether careerist orientation can moderate the relationship between impression management and organizational citizenship behavior (OCB). Procedures and methods: In this study, we collected 557 pieces of data from people who have worked more than six months by online questionnaires and paper questionnaires. Participants anonymously filled out the questionnaires. All the questionnaires had been fully recovered. The recovery rate is 100% and the effective rate is 90.66%. We conducted descriptive analysis and regression analysis by using SPSS 22.0. Results: Under the premise of no common method bias, the results showed that: (1) Simple correlation finds that: there is a significant positive correlation between impression management and organizational citizenship behavior (r = .31, p < .001); there is a significant positive correlation between impression management and careerist orientation (r = .44, p < .001); but the relationship between organizational citizenship behavior and careerist orientation is not significant (p = .19). (2) Regression analysis finds that: there is a significant negative correlation between careerist orientation and organizational citizenship behavior (p < .001). (3) Regression analysis finds that: careerist orientation indeed moderates the relationship between impression management and organizational citizenship behavior (F = 10.92, t = 2.55, p < .05). Conclusion: This result indicates that individuals with high careerist orientation are more likely to exhibit organizational citizenship behavior for the reason of impression management, so this group of people is more likely to be good actors; in contrast, individuals with low careerist orientation are relatively less likely to exhibit organizational citizenship behavior for the same reason, so they are good soldiers to greater extent. The results of this study inspire us that: when it’s necessary for organizations to find out the real good soldiers, they can use careerist orientation scale to distinguish good soldiers from good actors to some extent.