Does Thriving At Work Mediate The Relationship Between Leader-Member Exchange And Employee Silence?

In the enterprise,the perspectives of leaders and employees are different.Employees often have direct access to the basic information of the company,and have a keen awareness of the potential problems of the company.They can find problems that some leaders have not noticed,such as if the leaders know and validate this part of the information.Integration will greatly improve the current status of the company.However,in practice,although employees understand the truth of the matter,have real information,and have constructive ideas,they often choose to be silent for various reasons.Employees’ silent behavior will not only reduce the quality of decision-making,hinder the growth and development of the company,but also make employees feel less control over the environment,thereby reducing job satisfaction,resulting in job burnout,and even some stress-related diseases.An irreversible vicious circle.Based on this,the influencing factors and mechanism of seeking employees’ silent behavior,and targeted relief of this behavior have become the focus of discussion in the management academic and practical circles.This study takes the employees in the enterprise as the research object.Based on the social exchange theory,this paper explores the internal mechanism between Leader-Member Exchange(LMX)and employee silence behavior from the perspective of incentive.Specifically,in the LMX working situation,the introduction of thriving at work as a mediator variable,the research path of "LMX-thriving at work-employee silence behavior" was constructed,and theoretical analysis and empirical test were carried out.This paper believes that thriving at work is one of the performances of employees’ growth and learning while they are experiencing learning and vitality.The high-quality LMX will promote the prosperity of employees and meet their own growth needs,so they will reduce As a reward for leadership,silent behavior ultimately completes the entire process of mutual benefit exchange between leaders and employees.In the research and design part,this paper adopts the relatively mature measurement scales at home and abroad,and conducts random questionnaire surveys on enterprises in Dalian,Beijing,Shanghai,Guangzhou,Lanzhou and Taiyuan through online and offline combination.This paper proposes research hypotheses,constructs econometric models,and the data are tested and the following conclusions are drawn:(1)LMX has a significant negative impact on employee silence behavior.(2)LMX helps to promote thriving at work.(3)thriving at work has a partial intermediary role between LMX and employee silence behavior,that is,part of the impact of LMX on silent behavior is determined by the employee’s thriving at work.Combined with empirical research analysis and results,this paper proposes the following:(1)Because silent behavior is a kind of spontaneous "retention" behavior of employees,it has certain implicitness,and leaders in the organization may not have a deep understanding of this.This behavior should be focused on.(2)Leaders should focus on each exchange process.In order to ensure the efficiency of exchanges,formal rules should be established to clarify the rights and responsibilities of employees and institutionalized rewards to reduce employees’excessive vigilance and prevention of risks,such as Efficient up and down communication mechanisms,etc.,thereby reducing employee silence.(3)Leaders should also continue to pay attention to the results of long-term exchanges with members,because the continuous social exchange process will affect the thriving at work of employees,and then individuals will decide whether to choose silence to reward the leadership.From this path,leaders should adopt a variety of ways to stimulate employees’ sense of job prosperity as much as possible.For example,leaders should pay attention to the urgent needs of employees at different stages,adopt different exchange methods to provide incentives,and then stimulate employees’ thriving at work and reduce silence.Behavior;building a learning organization,often sharing and discussing in the organization,stimulating the employee’s thriving at work by maintaining the state of organizational learning,thereby slowing down the silent behavior;the leader can also establish a close informal relationship with the employee in an informal setting,This alleviates the lack of formal relationships,alleviates negative emotions,and thus promotes the emergence of employee thriving at work.(4)Leaders should make good screening and socialization of employees according to the characteristics of the organization,from selecting people to employing people.By creating a good rumor atmosphere,establishing a smooth communication system and equipped with rich communication channels to break Silent behavior.