Research On The Formation Mechanism Of Employee Silence Behavior Under The Effect Of Human Environment Interaction Configuration

High quality development in the new era requires talent driven to realize quality change.The characteristics and role of talent resources as the first resource of economic and social development are becoming increasingly obvious.In modern organizations,leaders and employees constitute two aspects of the coexistence of enterprise talent resources,which jointly promote the realization of enterprise strategic objectives.In the complex and dynamic change environment,the support of employees to leaders plays an important role in the realization of enterprise value.They are not only the participants and collaborators of enterprise management,but also the supporters of leaders.If they choose to be silent about the potential problems that hinder the progress and change of enterprises,it will damage the operation quality and innovation development efficiency of enterprises.Therefore,it is of great significance to explore the formation mechanism of employee silence and analyze the internal value of employee silence for the sustainable development of enterprises.Through the interaction between personal factors and situational factors,this study constructs a research model on the formation mechanism of Employee Silence Behavior Based on the structural framework of "cognition situation matching",analyzes 259 questionnaires by using the method of fuzzy set qualitative comparative analysis,and explores the multiple concurrent factors and driving mechanism of employee silence behavior.The results show that:(1)a single individual or situational factor is an unnecessary condition for employees’ silence behavior,which can not trigger employees’ silence behavior alone;(2)There are six paths to induce employees’ high silence behavior,including three types of configurations: perception loss type,risk aversion type and emotional dependence type;(3)There are five ways to trigger employees’ low silence behavior,and the configuration includes two types:power leading type and internal and external coordination type;(4)The study reveals the asymmetric causal relationship between employees’ high Silence Behavior and low silence behavior,and the arrangement and combination of six antecedent conditions can produce equivalent path effects.The research conclusion is helpful to understand the mechanism of the group view based on social relations on individual psychological and emotional dependence in the local context,and tries to provide suggestions and countermeasures for managers to correctly understand and employ people and improve the organizational management and operation efficiency of enterprises.