How Canthe Developmental Feedback of the Superior Motivate Employees to Take Changes? From the Perspective of Social Cognitive Theory

Abstract

Abstract: In the era of“VUCA”, it has become an urgent issue for organizations to explore how to motivate employees toactively take changes. However, as an incentive strategy and behavior correction tool commonly used in organizations, it need to clarify how leaders’ feedback can affect employees to take change actively. Based on the social cognitive theory, this research introduces the organizational identification and the organizational status as the intermediary agent and the leaders’ organizational embodiment as the adjustor to explore the internal action mechanism and the boundary of the development feedback from the superiors on the employees’ active changing behaviors. Through a stratum regression analysis and a Bootstrap analysis with the survey data of 317 employees, it is found that, firstly, the development feedback from the superiors has a positive impact on the employees’ active changing behavior; secondly, the organizational identification and the organizational status perception can partly mediate the effect of the development feedback from the superiors on the employees’ active changing behavior; thirdly, the leaders’ organizational embodiment can positively mediate the relationship between the development feedback from the superiors and the organizational identification and the organizational status perception, as well as the indirect path of the development feedback from the superiors affecting the employees’ active changing behaviors through the organizational identification and the perceived organizational status.

Key words: developmental feedback of the superior, leaders’ organizational embodiment;, organizational identification, perceived organizational status, active charging behavior

CLC Number:

F272.92

SUN Bai-peng, JIA Jian-feng, XU Sheng. How Canthe Developmental Feedback of the Superior Motivate Employees to Take Changes? From the Perspective of Social Cognitive Theory[J]. Contemporary Finance & Economics, 2022, 0(8): 88-98.

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