Abstract
The proactive change behavior of an employee is the key to promoting organizational innovation. However, the proactive change has a certain risk, and many employees are unwilling to implement initiatively. How to promote the occurrence of a proactive change behavior of an employee has become a hot issue in the theoretical and practical areas. Based on the self-disclosure theory, this study uses the questionnaire survey method, containing a total of 32 items, and uses the 5-point Likert scale (1 = strongly disagree and 5 = strongly agree), with the Mplus and SPSS statistical software to analyze the impact mechanism of work-related information sharing of supervisors on the proactive change behavior of employees through the structural equation model. The regulatory effect of non-work information sharing of leaders is analyzed using the latent regulatory structural equation method. The conclusions are as follows: work-related information sharing positively of supervisors influences the family-like employee–organization relationship of employees; the family-like employee–organization relationship and relationship energy play serial mediating roles in the relationship between work-related information sharing of supervisors and the proactive change behavior of employees; non-work information sharing of supervisors moderates the serial mediating path by enhancing the positive influence of work-related information sharing of supervisors on the family-like employee–organization relationship. Theoretically, this study has complemented and enriched the research on the influence mechanism between the information sharing of supervisors and the proactive change behavior of employees. Practically, this study has important implications for supervisors to promote the proactive change behavior of employees by sharing work-related information and non-work information with employees.
Highlights
In VUCA era, the economic environment of enterprises is shrouded by great uncertainty
The results show that work-related information sharing of supervisors positively affects the family-like employee–organization relationship; family-like employee–organization relationship has a mediation effect on the relationship between work-related information sharing of supervisors and relationship energy, family-like employee– organization relationship and relationship energy have a serial mediation effect on the relationship between work-related information sharing of supervisors and the proactive change behavior of employees, and non-work information sharing of supervisors positively moderates the relationship between work-related information sharing of supervisors and family-like employee–organization relationship
It is verified that non-work information sharing of supervisors has a positive moderating effect on serial mediating effect of their workrelated information sharing – family-like employee–organization relationship and relationship energy – and the proactive change behavior of employees
Summary
In VUCA era, the economic environment of enterprises is shrouded by great uncertainty. Work-related information sharing of supervisors can provide employees with the work support they need, reduce uncertainty and risk concerns in working, help avoid possible differences and conflicts between supervisors and employees, and build a harmonious atmosphere similar to getting along with relatives, which promotes the formation of family-like employee– organization relationships (Long and Chen, 2020) This kind of relationship can improve effort-achievement expectations and goal-achievement intrinsic valence of employees (Wang et al, 2009; Tan et al, 2019) and provide motivation for their hard work, so that relationship energy is generated. Work-related information sharing of supervisors is an embodiment of organizational support, which enables employees to feel the trust and recognition of their abilities and values from the leaders and the organizations, which is conducive to the formation of the familylike employee–organization relationship among employees Once such a positive relationship with the organization is formed, employees are more likely to feel emotional and psychological resources from this relationship and trigger their positive emotions, including relationship energy. We proposed the following research hypothesis: H6: By strengthening the positive effect of work-related information sharing of supervisors on family-like employee–organization relationship, their non-work information sharing moderates the serial-mediated effect of family-like employee–organization relationship and relationship energy on work-related information sharing of supervisors and the proactive change behavior of employees
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