题目：Inclusion in Organizations: A Theoretical Extension of Inclusion and Tolerance

演讲者：张凯丽博士，上海交通大学 

时间：2018年1月05日（星期五）下午1.30-3.00

地点：国际工商管理学院114

摘要：In this presentation, I will present two studies based on inclusion management. Applying the framework of inclusion that contains two meanings as “inclusion” and “tolerance” (Tang, Chen, & Zhang, 2017), I proposed two research themes: one focused on generational diversity in the workplace, and addressed the role of inclusion and inclusive management; the other one explored when will employees feel secured to report their errors in the workplace, which is related to tolerance in organizations.

Based on evolutionary modernization theory (Inglehart, 1997, in press), this study investigates generational differences in basic human values (Schwartz et al., 2012) in the Chinese workplace. A significant series of economic events was used to differentiate three generational cohorts: pre-reform, reform, and post-reform. Using a nationwide sample of employees (N=2010) from state-owned, private and foreign-invested companies, I explored intergenerational differences and similarities in basic human values. I found an increasing openness to change across cohorts, and a surprising upswing in conservation in the post-reform generation. However, I also found similarities in conservation, self-enhancement, and self-transcendence values between the pre-reform and post-reform generations. It also explored how the effects of values on employee behaviors changed across cohorts. The implications of these findings for theory and practice are discussed.

In the second study, I demonstrate when will employees report their errors to leaders. Prior studies about errors mainly focused on error management and learning from errors (Edmondson, 1999, 2004), while error reporting (i.e., employees communicate and show their errors to the team leader) has been regarded as the crucial step for identifying the errors. Due to the nature of errors, employees may try to hide their errors rather than reporting them to the supervisors, exploring the factors in securing employees’ error reporting behaviors becomes critical. I integrated the literature on error management and secret revealing to build a multilevel model and depicted when will employees report their errors. Specifically, the error characters (i.e., error severity, visibility, and frequency) can have direct impact on error reporting behaviors, while employees’ conscientiousness, leader tolerance, and team psychological safety climate would work as contingent factors to influence the relationships between error characters and error reporting behaviors. This study further explored the outcomes of employees’ error reporting behaviors.