Research On The Influence Mechanism Of Feeling Trusted By Supervisors On Employee Proactive Behavior

The fierce competitive environment is a problem that any organization in real life must face.It's insufficient to meet the requirements of market competition that employees only meet the job requirements,so it become especially important that motivating the internal drive of employees,keeping enthusiasm to response to the changing environment.As a kind of individual active implementation behavior,proactive behavior means forward-looking behavior designed to change one's situation and improve the environment(Parker,2006;Frese & Fay,2005).How to promote employee proactive behavior has always been a matter of great concern to academic and practical."Trust" and "Feeling Trusted" are two sides of a coin.feeling trusted by superiors with employee as a reference system,emphasizing the extent to which employee perceive their superiors' trust in himself.For employee,trust is a great driving force(Hongli Wang & Quanjun Zhang,2015).Previous studies on feeling trusted by superiors pointed out that receiving trust from superiors can significantly promote individual in-role and out-of-role performance(Lau,2014;Wang Hongli,2018),which is also in line with the recognition that "Gaining trust is a virtue".While trust from superiors represents more expectations and requirements,receiving trust from superiors may be a "Double-edged sword" that can bring pride and pressure(Baer et al.,2015).According to the Job Demand-Resource model,work characteristics are divided into work resource and work demand(Demerouti et al.,2001).Among them,the working resource provide strong support for the individual,thus promoting the employee proactive behavior;the work demand let individual feel uncomfortable,thereby weakening the employee proactive behavior.This paper chooses self-efficacy and role overload to explain the working resources and requirements of subordinates to feeling trusted by superiors,and explores the mechanism of feeling trusted by superiors on employee proactive behavior.This study used questionnaires to collect data.First,pre-study of 124 employees was included.The questionnaire included measures of feeling trusted by superiors,employee proactive behavior,self-efficacy,and role overload to test rationality of the questionnaire design.Subsequently,a formal survey was conducted to collect 468 valid questionnaires.Based on the control of demographic variables,SPSS 24.0 and AMOS 24.0 were used for data processing and analysis.The theoretical model was tested and the following conclusions were drawn:(1)Feeling trusted by superiors can significantly predict employee proactive behavior.That is,the higher the degree of perceive trust by superiors,the more proactive behavior.(2)Self-efficacy and role overload play a mediating role in feeling trust by superiors and employee proactive behavior.Specifically,accepting trust from their superiors can increase subordinates' self-efficacy,thereby promoting their proactive behavior.On the other hand,it will also increase the subordinates' role overload,thereby inhibiting his proactive behavior.There are several values of this study:(1)Verification of the positive relationship between feeling trusted by superiors and employee proactive behavior.(2)Identify the dual impact mechanism of feeling trusted by superiors on employee proactive behavior: self-efficacy and role overload play a mediating role between feeling trust by superiors and employee proactive behavior.Practical implications:(1)Managers should pass on the trust to the subordinates through appropriate channels,mobilize the internal drive of employees,and encourage them to generate more proactive behaviors.(2)Both managers and employees should recognize that the dual impact mechanism of trust,playing its positive role as much as possible and reducing its negative inhibition.When assigning tasks,managers should consider the time and ability of their subordinates to prevent "Reduced performance due to excessive requirements".While actively undertaking tasks,employees must also recognize the limitations of their own resources and prevent "Excessive pressure is not conducive to personal growth".