Research On The Influence Mechanism Of Challenging Stressors On Employees’ Bootleg Innovation Behavior

In today’s innovation-oriented world,many enterprises have realized that how to effectively improve their innovation strength will become the key factor to determine the success or failure of enterprises.However,while encouraging innovative activities,enterprises are forced to reject most innovative ideas from employees due to the limitations of organizational resources.If an employee’s creativity is inconsistent with the existing rules and regulations of the enterprise or the requirements of the leader,and cannot obtain the support of the company,then employees may use their spare time and existing resources to "quietly" carry out innovation that they think is beneficial to the organization,which is called "deviant innovation".The deviant innovation in R&D is very common and has given rise to many notable innovations.It is not only the source of innovation,but also the hot issue of innovation management.On the one hand,deviant innovation behavior has a positive effect,which can improve the working efficiency of enterprises and individuals and achieve unexpected innovation results.On the other hand,because of the violation of organizational rules and regulations,employees may be punished and have negative emotions,which is not conducive to production behavior.Therefore,the deviant innovation behavior of employees poses a great challenge to the effective governance of leaders.Work stress is an important factor affecting employees’ work behavior and attitude.As a benign source of stress,challenging stressors can fully mobilize employees’ work potential and enthusiasm,improve their work performance,and contribute greatly to personal growth and career development.Therefore,the academic circle needs to give constructive suggestions on how leaders can apply reasonable challenging stressors in the complex working environment to trigger the deviant innovation of employees.Based on the social cognitive theory,this study studies how challenging stressors affect employees’ deviant innovation behaviors from the perspective of the relationship among environment,behavior and cognition,and further discusses the mediating effect of self-reflection between the two,as well as the moderating effect of employees’ achievement motivation on self-reflection.This thesis aims to explain the effect and internal mechanism of challenging stressors on employees’ deviant innovation behavior.In terms of research methods,appropriate scales were selected to design questionnaires,and SPSS 22.0 and AMOS 24.0 were used to conduct pre-survey analysis and empirical analysis to ensure the validity and reliability of questionnaires.This study draws the following conclusions:(1)Challenging stressors positively affect employees’ deviant innovation behavior;(2)Challenging stressors positively affect employees’ self-reflection;(3)Self-reflection positively affects employees’ deviant innovation behavior;(4)Self-reflection plays a mediating role between challenging stressors and employees’ deviant innovation behavior;(5)Achievement need motivation positively moderates the impact of challenging stressors on self-reflection;(6)Achievement demand motivation positively moderates the indirect influence of challenging stressors on employees’ deviant innovation behavior through self-reflection.Finally,from the perspective of practice,this thesis provides several management suggestions for leaders:(1)Leaders should correctly view and reasonably apply challenging stressors,optimize job design,assign some challenging tasks to employees,set high goals for them,or use the rotation system to bring freshness and success to employees.(2)Leaders should attach importance to strengthening the level of self-reflection of employees,and encourage employees to self-reflect by setting up self-reflection models and carrying out relevant training courses.At the same time,organizations should take self-reflection as an important consideration in the management of human resources such as recruitment and selection of employees,so as to promote the emergence of employees’ innovative behaviors.(3)Leaders should pay attention to the recruitment and training of employees with high achievement motivation.For employees with high achievement motivation level,cognitive resources in innovation activities should be increased to meet their innovation needs to the maximum extent;For employees with low achievement demand and motivation,the organization should strengthen training,improve their self-cognition,and better play their positive role in the field of organization and management.(4)Leaders should treat employees’ deviant innovation behaviors with an inclusive attitude and activate and manage them.For employees with achievements and innovation needs,overly process-based system will stifle their creativity.Therefore,leaders should give appropriate support to these employees and allow them to carry out innovation activities conducive to organizational performance in private.Finally realize the organic unity of organizational flexibility and standardization.