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论文编号：	16173
作者编号：	2120243865
上传时间：	2026/6/16 17:04:47
中文题目：	晋升成功对员工工作行为的影响：基于情绪的视角
英文题目：	The Impact of Promotion Success on Employees’ Job Behavior: Based on the Perspective of Emotion
指导老师：	朱征
中文关键字：	晋升成功；情绪；感恩；自豪；自我服务归因
英文关键字：	promotion success; emotion; gratitude; pride; self-serving attribution
中文摘要：	晋升作为组织管理中最具影响力的激励事件之一，对员工的情绪与行为具有深远影响。然而，同样是获得晋升的员工，其后续反应却呈现出明显的分化：有人心怀感恩、积极投入，有人则滋生自大、行为偏离。为探究这一分化背后的内在机制及其边界条件，本研究基于情感认知评价理论和归因理论，构建了“事件→认知评价→情绪→行为”的整合模型。采用混合研究设计，综合运用实验研究与质性访谈，考察晋升成功对员工三种情绪（感恩、真实自豪、自大自豪）的影响，以及这些情绪在晋升成功与员工工作行为（组织公民行为、工作偏离行为）之间的中介作用，并检验自我服务归因在上述关系中的调节效应。 实验研究采用线上情景实验，通过见数平台招募样本参与调查，共回收有效问卷260份。通过假设检验分析，研究结果表明：（1）晋升成功显著正向影响感恩和真实自豪，但对自大自豪的影响不显著；（2）感恩和真实自豪显著正向影响组织公民行为，自大自豪显著正向影响工作偏离行为；（3）感恩和真实自豪在晋升成功与组织公民行为之间起完全中介作用；（4）自我服务归因显著调节晋升成功与感恩的关系及其中介路径，即在低自我服务归因条件下，晋升成功对感恩的正向影响更强，感恩的中介效应也更大。 质性研究采用半结构化访谈，对12名近两年经历过晋升事件的在职员工进行深度访谈。通过编码分析，研究发现：（1）晋升成功在现实情境中确实能够激发感恩和自豪，并驱动积极工作行为；（2）自大自豪在成功者中较为罕见，其出现可能需要较大的地位差异；（3）成功者的积极情绪持续时间约为一个月，情绪效应会从工作溢出到生活领域；（4）人格特质、组织情境等因素对晋升后反应具有调节作用。 综合两个研究，本研究得出以下结论：(1)晋升成功对情绪的影响存在分化；（2）情绪对工作行为具有差异化驱动作用；（3）情绪在晋升成功与工作行为之间发挥中介作用；（4）自我服务归因对情绪路径具有差异化的调节作用；（5）晋升后情绪与行为呈现动态演变特征并存在溢出效应。 本研究的理论贡献主要体现在：整合情感认知评价理论与归因理论，构建了晋升影响员工行为的整合模型；拓展了自豪双维理论在组织情境中的应用；为晋升研究提供情绪视角的新解释。在实践层面，本研究启示组织管理者将情绪管理纳入晋升后续流程、引导员工合理归因、建立晋升后的持续关注机制，为管理者防范工作偏离行为提供了预警方向。
英文摘要：	As one of the most influential incentive events in organizational management, promotion has a profound impact on employees ' emotions and behaviors. However, the follow-up reaction of employees who are also promoted shows obvious differentiation : some are grateful and actively engaged, while others breed arrogance and behavioral deviation. In order to explore the internal mechanism and boundary conditions behind this differentiation, this study constructs an integrated model of 'event-cognitive evaluation-emotion-behavior' based on Cognitive Appraisal Theory of Emotion and Attribution Theory. Using mixed research design, experimental research and qualitative interviews, this paper examines the impact of promotion success on employees ' three emotions (gratitude, authentic pride and hubristic pride), and the mediating role of these emotions between promotion success and employees ' work behavior (organizational citizenship behavior and work deviation behavior), and tests the moderating effect of self-service attribution in the above relationship. The experimental study used online scenario experiments to recruit samples participated in the survey through Credamo. a total of 260 valid questionnaires were collected. Finally, 260 valid questionnaires were collected. Through hypothesis test analysis, the results show that : (1) Promotion success has a significant positive impact on gratitude and authentic pride, but has no significant impact on hubristic pride; (2)Gratitude and authentic pride have a significant positive impact on organizational citizenship behavior, and hubristic pride has a significant positive impact on work deviation behavior; (3) Gratitude and authentic pride play a complete mediating role between promotion success and organizational citizenship behavior; (4)Self-serving attribution significantly moderates the relationship between promotion success and gratitude and its mediating path. That is, under the condition of low self-serving attribution, promotion success has a stronger positive impact on gratitude, and the mediating effect of gratitude is also greater. Qualitative research uses semi-structured interviews to conduct in-depth interviews with 12 employees who have experienced promotion events in the past two years. Through coding analysis, the study found that: (1) Promotion success can indeed stimulate gratitude and pride in the real situation, and drive positive work behavior; (2)Hubristic pride are rare among successful people, and their emergence may require a large difference in status; (3)The duration of positive emotions of successful people is about one month, and the emotional effects will overflow from work to life; (4)Personality traits, organizational context and other factors have a moderating effect on the reaction after promotion. Based on the two studies, this study draws the following conclusions: (1)There is a differentiation in the impact of promotion success on emotions; (2)Emotion has a differential driving effect on work behavior; (3)Emotion plays a mediating role between promotion success and work behavior; (4)Self-serving attribution has a differentiated moderating effect on emotional path; (5)After promotion, emotions and behaviors show dynamic evolution and spillover effects. The theoretical contributions of this study are mainly reflected in: through integrated Cognitive Appraisal Theory of Emotion and Attribution Theory, construct an integrated model of promotion affecting employee behavior; expand the application of pride two-dimensional theory in organizational contex; provide a new explanation for the emotional perspective of promotion research.At the practical level, this study enlightens organizational managers to incorporate emotional management into the follow-up process of promotion, guide employees to reasonably attribute, and establish a continuous attention mechanism after promotion, and provides warning direction to prevent work deviation behavior.
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