The Relationship Between Work Stress Events,Emotional Reactions And Employee Broken Wall Behavior

With the rapid innovation of artificial intelligence and 5G networks technologies,the complex and changing economic environment brings higher challenges to enterprises."Employees" are important human resources in organizations,and their behaviors are the micro-foundation that influences the organizations to obtain a competitive advantage.Positive employee behavior will inject energy into the organization and promote its high-speed operation,while negative employee behavior will harm the long-term interests of the organization and threaten the sustainable development of the organization.Therefore,the related research of employee behavior is a popular topic in the category of organizational behavior and human resource management.Employee behaviors are not static,but have a certain mutation and qualitative change.Stimulated by external stress events,some employees will change from "passive effort" to "active practice",and some employees will change from "serious and responsible" to "skimming and cutting materials".How to effectively inspire positive changes in employee behavior is of great significance to the development of individuals and organizations.However,there has been no research to define,classify,and explore mutations in employee behavior.Therefore,this study proposes the concept of "employee broken wall behavior" and defines it as the behavior that employees spontaneously adopt to cause their job attitude,job skills and job performance to change suddenly under the interaction of the external environment and themselves.According to the literature research and depth interviews,this study first classified,analyzed,and coded the obtained data to form survey scales of work stress events,emotional reactions,and employee broken wall behavior.Second,267 employees of different genders,ages,and job industries were pre-investigated to verify the reliability and validity of the scale,and formed a formal survey scale.After that,based on the 667 questionnaires issued by the formal survey,exploratory factor analysis and confirmatory factor analysis were used to test the reliability and validity of the questionnaire.Further,this study used SPSS software to perform descriptive and differential analysis of work stress events,emotional reactions,and employee wall breaking behavior.The methods of correlation analysis and hierarchical stepwise regression analysis were employed to verify the impact of work stress events on employee broken wall.This study explored the mediating effect and concealment effect of emotional reactions between work stress events and employee broken wall behavior.Finally,according to the research results,organizational management strategies were proposed for enterprise practices.This study found and obtained the following conclusions.(1)Work stress events include six dimensions: endogenous challenge stress events,endogenous obstruction stress events,interactive challenge stress events,interactive obstruction stress events,exogenous challenge stress events,and exogenous obstruction stress events.Emotional reactions include the four dimensions: high-arousal positive emotions,low-arousal positive emotions,high-arousal negative emotions,and lowarousal negative emotions.Employee broken wall behavior includes the six dimensions of broken wall of implicit rebirth,broken wall of implicit deterioration,broken wall of explicit sublimation,broken wall of explicit metamorphosis,broken wall of explicit decadence and broken wall of explicit scurviness.(2)The mean of work stress events is 3.20,indicating that the stress degree caused by work events to employees is at a upper middle level,and the order of its dimensions is endogenous challenge stress event> endogenous obstruction stress event> interactive challenge stress event> exogenous challenge stress event> exogenous obstruction stress event> interactive obstruction stress event.The mean of emotional reactions is 3.02,indicating that the emotion intensity of employees is at a medium level,and the order of its dimensions is high-arousal positive emotions > low-arousal positive emotions > high-arousal negative emotions > low-arousal negative emotions.The mean of employee broken wall behavior is 2.78,reflecting that the degree of broken wall of employee behavior is at a low level,and the order of its dimensions of the employee broken wall behavior is broken wall of explicit sublimation > broken wall of implicit rebirth > broken wall of implicit deterioration > broken wall of explicit decadence > broken wall of explicit metamorphosis > broken wall of explicit scurviness.(3)Work stress events and its dimensions show significant differences in occupational type(customer service staff scores the highest,and finance/audit staff scores the lowest).Emotional reactions and its dimensions show significant differences in engaged industry,occupational type,and position level(groups of food service industry,market public relations employees and middle-level managers have the highest scores,and groups of the Internet industry,financial/audit employees and grassroots managers have the lowest scores).Employee broken wall behavior and its dimensions show significant differences in gender,age,occupation type,and working years(men,groups aged 26-30,marketing public employees and groups with 4-5 working years have the highest scores,and women,groups aged 51-60,financial/audit employees and groups with more than 15 working years have the lowest scores).(4)Work stress events show a moderately positive relationship with employee broken wall behavior(r=0.395).In addition,there are significant differences in the predictive effects of the dimensions of work stress events on employee broken wall behavior.Among them,the exogenous challenge stress events have the strongest positive prediction effect on the broken wall of implicit rebirth and broken wall of explicit sublimation,and has a significant negative prediction effect on broken wall of implicit deterioration.The interactive obstruction stress events have the strongest positive prediction effect on implicit degradation,and have a significant positive prediction effect on the broken wall of explicit decadence,and broken wall of explicit scurviness,broken wall of explicit metamorphosis.(5)Work stress events show a moderately positive relationship with emotional reactions(r=0.399).however,the relationships between two variables' dimensions are different.In particular,exogenous challenge stress events were significantly positively correlated with high-arousal positive emotions and low-arousal positive emotions,and significantly negatively correlated with high-arousal negative emotions and lowarousal negative emotions.Interactive obstruction stress events and endogenous obstruction stress events show a significant negative correlation between high-arousal positive emotions and low-arousal positive emotions,and show a significant positive correlation with high-arousal negative emotions and low-arousal negative emotions.In addition,emotional responses have a partial mediating effect between work stress events and employee broken wall behavior(explained at 30.3%).Both higharousal positive emotions and low-arousal positive emotions have mediating effects between exogenous challenge stress events,interactive challenge stress events,and broken wall of implicit rebirth,broken wall of explicit sublimation,and broken wall of explicit metamorphosis.The mediation effect of high-arousal positive emotions is stronger.In addition,high-arousal positive emotions have a concealing effect between exogenous challenge stress events,interactive challenge stress events,and broken wall of explicit decadence and implicit deterioration.High-arousal negative emotions and low-arousal negative emotions have mediating effects between the exogenous obstruction stress events and broken wall of explicit decadence and explicit scurviness,but the mediating effects of low-arousal negative emotions are stronger.In addition,high-arousal negative emotions have a concealing effect between interactive challenge stress events,exogenous challenge stress events,and employee broken wall of explicit decadence and explicit scurviness.(6)Aiming at the results of qualitative and empirical analysis,this study proposes the strategy model for activation and control of employee broken wall behavior based on S-E-D perspective.Stress difference management strategies and individual emotion guidance and transformation strategies are driving strategies,the targeted intervention strategies for broken wall behavior based on individual statistical characteristics are auxiliary strategies,and the activation and control strategies for employee broken wall behavior are objective strategies,which provides a reference for the theory and practice of human resource management.The thesis has 58 figures,233 tables,and 222 references.