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首页> 外文期刊>Management research review >Our love/hate relationship with meetings: Relating good and bad meeting behaviors to meeting outcomes, engagement, and exhaustion
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Our love/hate relationship with meetings: Relating good and bad meeting behaviors to meeting outcomes, engagement, and exhaustion

机译：我们与会议之间的爱恨交加关系：将好与坏的会议行为与满足结果，参与和疲惫相关

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Purpose - Employees at all organizational levels spend large portions of their work lives in meetings, many of which are not effective. Previous process-analytical research has identified counterproductive communication patterns to help explain why many meetings go wrong. This study aims to illustrate the ways in which counterproductive - and productive - meeting behaviors are related to individual work engagement and emotional exhaustion. Design/methodology/approach - The authors built a new research-based survey tool for measuring counterproductive meeting behaviors. An online sample of working adults (N = 440) was recruited to test the factor structure of this new survey and to examine the relationships between both good and bad meeting behaviors and employee attitudes beyond the meeting context. Findings - Using structural equation modeling, this study found that counterproductive meeting behaviors were linked to decreased employee engagement and increased emotional exhaustion, whereas good meeting behaviors were linked to increased engagement and decreased emotional exhaustion. These relationships were mediated via individual meeting satisfaction and perceived meeting effectiveness. Research limitations/implications - The study findings provide a nuanced view of meeting outcomes by showing that the behaviors that people observe in their meetings connect not only to meeting satisfaction and effectiveness but also to important workplace attitudes (i.e. employee engagement and emotional exhaustion). In other words, managers and meeting leaders need to be mindful of behavior in meetings, seek ways to mitigate poor behavior and seek opportunities to reward and encourage citizenship behavior. Originality/value - This study shows how good and bad meeting behaviors relate to employee perceptions of meeting effectiveness and individual job attitudes. The authors develop a science-based, practitioner-friendly new survey tool for observing counterproductive meeting behavior and offer a juxtaposition of good and bad meeting behaviors in a single model.
机译：目的-所有组织级别的员工都将大部分工作时间花在会议上，其中许多会议没有效果。先前的过程分析研究已经确定了适得其反的交流模式，以帮助解释为什么许多会议都出错了。这项研究旨在说明适得其反和生产性会议行为与个人工作投入和情绪疲惫有关的方式。设计/方法/方法-作者构建了一种新的基于研究的调查工具，用于测量适得其反的会议行为。招募了一个在线的在职成年人样本（N = 440），以测试这项新调查的因素结构，并检查会议背景之外的好与坏会议行为与员工态度之间的关系。研究结果-使用结构方程模型，该研究发现，适得其反的会议行为与员工敬业度降低和情绪疲惫有关，而良好的会议行为与员工敬业度提高和情绪疲惫相关。这些关系是通过个人的会议满意度和感知的会议有效性来进行的。研究的局限性/含义-研究结果通过显示人们在会议中观察到的行为不仅与满足满意度和有效性有关，而且与重要的工作场所态度（即员工敬业度和精神疲惫）相关联，从而提供了一种微妙的会议结果视图。换句话说，经理和会议负责人需要注意会议中的行为，寻求减轻不良行为的方法，并寻求奖励和鼓励公民行为的机会。原创性/价值-这项研究显示了良好和不良的会议行为与员工对会议有效性和个人工作态度的看法之间的关系。作者开发了一种基于科学，对从业者友好的新调查工具，用于观察适得其反的会议行为，并在单个模型中将好和坏的会议行为并列。

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