Mobile phones enhance long-distance social contact,but it interferes with face-to-face interpersonal communication,resulting in the phenomenon of " Boss Phubbing ". Mobile phones will interfere with the face-to-face interaction between leaders and subordinates， and have a negative impact on interpersonal communication. Based on the social learning theory， this study is the first to study the adverse effects of leader's cell phone indifference behavior in the context of Chinese organizational culture， and to explore how to use cell phone reasonably in the work situation to improve the working status of employees.Objective: from the perspective of social learning theory， this study attempts to explore a new phenomenon in the field of work - the influence of Boss Phubbing indifference behavior on employee's organizational citizenship behavior. Then we find that the effect of the Boss Phubbing on the employees' work engagement and the adjustment of the psychological flexibility. The results are used to guide leaders to use mobile phones reasonably in working situations and improve the working status of employees.Method: This research adopts the method of convenient sampling， and the distribution and recovery of questionnaire are carried out in the way of network questionnaire. The survey samples are mainly from a large Internet it group enterprise headquartered in Shandong Province. The network link and QR code of the questionnaire are published in the work group through we chat， office app and other ways， and relevant personnel help to urge the completion of the questionnaire. In the end， 555 questionnaires were collected and 550 valid ones were obtained. Among the effective samples， 61.8% were men， 32.9% were under 30 years old， 52.7% were 31-40 years old， and 14.4% were over 40 years old.In this study,the main variables were measured by the existing mature scale developed by domestic and foreign scholars. The Boss Phubbing scale of leaders adopts the mobile phone questionnaire developed by Roberts and David (2017); the work engagement scale adopts the simple version of work engagement scale developed by schaufeli， Bakker and salanova (2006); the organizational citizenship behavior scale developed by FARH， Hackett and Liang (2007) is suitable for Chinese cultural background; the organizational citizenship behavior scale is flexible in psychology The measurement was made by Francis， Dawson and golijani Moghaddam (2016) and revised by Wang Ming (2018).Result:First， Pearson's correlation analysis showed that there was a significant negative correlation between Boss Phubbing and organizational citizenship behavior (r = -0.13， P < 0.01)， and a significant negative correlation between leader's work engagement and organizational citizenship behavior (r = -0.15， P < 0.01)， and a significant positive correlation between work engagement and organizational citizenship behavior (r = 0.58， P < 0.01).Second， using linear regression analysis， we found that the Boss Phubbing significantly negatively predicted organizational citizenship behavior (β = -0.136， P < 0.001)Thirdly， Boss Phubbing can significantly negatively predict work engagement (β = -0.165， P < 0.01). Work engagement significantly positively predicted OCB (β = 0.572， P < 0.01). Work engagement plays a completely mediating role between the Boss Phubbing and the employee's organizational citizenship behavior. The mediating effect value is - 0.094， and the 95% confidence interval is [- 0.14， - 0.04].Fourthly， the process procedure was used to further test the mediating effect of regulation. The interaction between Boss Phubbing and psychological flexibility had a significant positive effect on organizational citizenship behavior (β = 0.523， P < 0.01). The mediating effect of regulation was established. For employees with high psychological flexibility， the mediating effect of Boss Phubbing behavior on organizational citizenship behavior through work engagement is significant， β = -0.078， SE = 0.04， 95% confidence interval is [- 0.154， - 0.008]. However， the mediating effect of low psychological flexibility on organizational citizenship behavior is not significant. β = 0.021， SE = 0.02， 95% confidence interval is [- 0.064， 0.112].Conclusion:(1) Boss Phubbing has a significant negative effect on organizational citizenship behavior;(2) Work engagement plays a completely mediating role between Boss Phubbing and employee's organizational citizenship behavior;(3) Employees' psychological flexibility plays a moderating role in the indirect relationship between Boss Phubbing， work engagement and employees' organizational citizenship behavior. The higher the employees' psychological flexibility， the stronger the intermediary role of work engagement.The results of this study show that the use of mobile phones by leaders in the workplace will first affect the work engagement of employees， and then affect the behavior outside the role of employees， and may be regulated by the psychological flexibility of employees themselves. Therefore， we suggest that the workplace should formulate corresponding use norms to reduce the negative impact of the use of mobile phones by leaders on the psychological state of employees.
修改评论