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论文编号：	16120
作者编号：	2120243870
上传时间：	2026/6/8 12:39:07
中文题目：	领导反馈对员工工作投入的影响——基于员工认知评估的中介与领导-成员交换关系的调节作用
英文题目：	The Impact of Leadership Feedback on Employee Work Engagement: Mediated by Employee Cognitive Evaluation and Moderated by Leader-Member Exchange Relationship
指导老师：	吕峰
中文关键字：	领导反馈，认知评估，员工工作投入，领导-成员交换
英文关键字：	Leadership feedback, cognitive evaluation, employee work engagement, leader-member exchange
中文摘要：	企业作为市场经济的主体，具有独特的市场地位及资源优势。企业的发展质量关系到国家高质量发展效能。随着我国迈入新发展阶段，企业建设的重要性凸显，对工作效率与工作质量的要求也更加严格。工作投入作为员工积极工作状态的核心表征，不仅关系到个体的职业幸福感，更是组织获取竞争优势、提升绩效的关键驱动力。如何有效激发员工的工作投入，已成为组织行为学领域学者与管理实践者共同关注的焦点。 领导反馈作为组织中主要的反馈方式之一，构成了影响员工行为决策的关键情境因素。员工的工作投入不仅取决于员工个体的判断，也受到外部信息线索的引导。领导反馈作为一种具有明确指向性的信息源，能激发员工对自身工作表现的关注，进而影响工作投入水平。基于此，本研究以压力认知评估理论为基础，探讨领导反馈与员工工作投入之间的关系。研究领导发出反馈信息后，员工如何通过认知评估解读反馈信息，进而影响工作投入这一动态的链条。此外，将领导-成员交换作为调节变量，探讨领导反馈影响的边界条件。本文面向具有工作经验的中国在职员工，采用线上线下结合的形式采集数据开展实证研究，共获取了222份有效问卷。数据结果表明，领导正面反馈对员工工作投入有显著正向影响，员工挑战性评估在这个过程中起到中介作用；领导负面反馈对员工工作投入具有显著的负向影响，员工威胁性评估在这个过程中起到中介作用。两条中介路径的前半段均受到领导-成员交换的调节。 理论层面，本文丰富了领导反馈的研究，基于压力认知评估理论，从“反馈接收者”视角揭示领导反馈影响员工工作投入的内在认知加工过程；在中介机制上，区分了挑战性评估与威胁性评估的双重路径，构建了“双路径”中介模型；在边界条件上，识别了领导-成员交换关系的调节作用，明确了反馈有效性的关键关系情境。在实践层面，研究结论为领导反馈策略优化、员工认知管理及组织制度建设提供参考，为加强企业建设，提高组织效能提供实践建议。
英文摘要：	As the main body of the market economy, enterprises have unique market positions and resource advantages. The quality of enterprise development is closely related to the efficiency of high-quality national development. With China entering a new stage of development, the importance of enterprise construction has become more prominent, and the requirements for work efficiency and quality have become stricter. Work engagement, as a core indicator of employees' positive working state, not only affects individual career happiness but also serves as a key driving force for organizations to gain competitive advantages and improve performance. How to effectively stimulate employees' work engagement has become a common focus of scholars in the field of organizational behavior and management practitioners. As one of the main feedback methods in organizations, leadership feedback constitutes a key situational factor influencing employees' behavioral decisions. Employees' work engagement is not only determined by their individual judgments but is also guided by external information cues. Leadership feedback, as a source of information with clear directionality, can stimulate employees' attention to their own work performance and thereby affect their work engagement levels. Based on this, this study, grounded in the cognitive appraisal theory of stress, explores the relationship between leadership feedback and employee work engagement. It examines how employees interpret feedback information through cognitive appraisal after leaders provide feedback, and how this process influences work engagement. Additionally, it considers leader-member exchange as a moderating variable to explore the boundary conditions of the impact of leadership feedback. This study targets Chinese employees with work experience and collects data through a combination of online and offline methods, obtaining a total of 222 valid questionnaires. The data results show that positive leadership feedback has a significant positive impact on employee work engagement, with employees' challenge appraisals playing a mediating role in this process; negative leadership feedback has a significant negative impact on employee work engagement, with employees' threat appraisals playing a mediating role in this process. The first half of both mediating paths is moderated by leader-member exchange. Theoretically, this study enriches the research on leadership feedback, revealing the internal cognitive processing of leadership feedback's impact on employee work engagement from the perspective of "feedback recipients" based on the cognitive appraisal theory of stress. In terms of the mediating mechanism, it distinguishes the dual paths of challenge appraisals and threat appraisals, constructing a "dual-path" mediating model. Regarding boundary conditions, it identifies the moderating role of leader-member exchange and clarifies the key situational relationships for feedback effectiveness. Practically, the research conclusions provide references for optimizing leadership feedback strategies, managing employees' cognition, and building organizational systems, offering practical suggestions for strengthening enterprise construction and enhancing organizational efficiency.
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