A Study About The Influence Of Personal Sence Of Power On Employee’s Work Outcomes

The personal sense of power is the perception of one’s ability to influence the other people. In thecontext of modern organization, authority does not mean a certain power, and lower levels of power do notnecessarily have no power. Although the leaders is the position of authority, but not necessarily have astrong impact on the control of employees and subordinates. While some employees have the veryimportant status in the organization due to their talents and contributions. The inconsistency between powerand power effect becomes a hot topic in the study of power. Sociologists focus on the actual power andobjective power, while psychologists focus on the subjective perception of power.For a long time, scholars focus on the negative effects of power. For example, people who have highpersonal sense of power are more easier to create stereotypes to low power, more likely to produceinfringement and uncivilized behavior in the workplace. With the development of positive psychology,more and more people begin to pay attention to the positive effects of power. People who have highpersonal sense of power have more positive emotional experience, pay more attention to others and takemore action to achievement the organization goals. Studies have pointed out that when the personal andorganization have interests conflict, people who have high personal power perception tend to sacrificepersonal interests to maintain organization interests than those who have low personal power perception, sopersonal perception of high power people will make more pro-social behavior. Employee engagement andknowledge sharing behavior are the key indicators for organization and employee development, areintroduced to this study as consequence variables to explore the positive affection of personal powerperception.Some research methods such as literature review and survey investigation were used to explore theinfluence of personal sense of power to employee engagement and knowledge sharing behaviors. Selected600employees from three companies in Beijing、Zhengzhou and Shenzhen to fill out the questionnaires.Finally, we reclaim512questionnaires, among which497questionnaires are valid. Use SPSS19.0toanalyze the valid data. The conclusion is as follows: Firstly, the personal sense of power has a significant positive prediction on employee engagement andknowledge sharing behaviors. The degree of personal power perception is higher, the degree of employeeengagement is more higher, and knowledge sharing behaviors are easier to happen.Secondly, psychological availability is partially intermediary among the personal sense of power,employee engagement and knowledge sharing behavior. In other words, the personal sense of power hasthe positive influence to employee engagement and knowledge sharing behaviors through the mediation ofpsychological availability.Thirdly, Chinese traditionality moderated the mediate affection of psychological availability. Themoderate affection mainly embodied in the “psychological availability–employee engagement” path. Inother word, the degree of traditionality is higher, the influence between psychological availability andemployee engagement is stronger. Meanwhile, Chinese traditionality has no moderation on the mediationbetween psychological availability and knowledge sharing behaviors.Fourthly, there are different significant differences in the degree of sense of power in terms of gender,education level, age and working years.Finally, the efficiency of research is discussed.Based on the results,this study puts forward someorganizational management suggestions.