未雨绸缪：变革前非正式信息对员工变革抵制意愿的影响

组织变革前总会有小道消息等非正式信息传播, 这些信息是员工提前了解变革的重要来源。研究探索变革前非正式信息对员工变革前抵制意愿的影响, 以及员工变革抵制意愿随时间推移的变化。基于255位样本数据的结构方程模型及多层次线性增长模型分析表明：(1)变革前非正式信息的消极性及不完整性, 显著负向影响员工变革认知, 进而使员工变革抵制意愿上升; (2)随着时间推移, 员工变革抵制意愿显著衰减, 即从变革前到变革发生时抵制意愿显著降低。研究揭示了变革前非正式信息对员工有“热身准备”的作用, 能够帮助员工提前适应, 从而更好地应对变革。研究结果有助于变革的顺利实施。     

变革公平研究评述

个体导向取代系统导向逐步成为组织变革研究的新焦点, 变革公平为个体导向研究提供了新的视角。变革公平反映了人们对组织变革事件推进过程公平性的认知。变革公平受到变革事件属性、变革领导、个体人格和个体的社会支持方面因素的制约, 并影响了员工对变革、组织以及工作的反应。变革公平的未来研究应着重本土化研究、前因变量和调节变量的探索以及开展纵向研究。     

中庸价值取向对员工变革行为的情景依存作用

中庸是一种价值取向, 它倡导在全局认知基础上采用执中和适度的方式, 达到个体与环境的和谐。以49个企业团队的413名员工为研究对象, 采用多层次线性模型考察中庸价值取向在不同情境下对员工变革行为的影响。结果显示当员工具有高变革认知时, 中庸价值取向对员工变革行为有显著促进作用; 当团队中存在高同事消极约束时, 中庸价值取向对员工变革行为有显著消极作用; 模范带头作用没有显著情景作用。研究揭示了中庸价值取向影响员工变革行为是依据情景而变化, 从而达到个体与环境的和谐。     

信息完整性与应聘者数量对不同认知闭合需要者招聘决策的影响

结合问卷和信息板技术,探讨了信息完整性和应聘者数量对不同认知闭合需要个体招聘决策过程发挥的潜在影响。结果显示：（1）高认知闭合需要招聘者平均决策时间更短,探索深度更浅,信息了解的更少;（2）信息完整条件下,招聘者平均决策时间更短,探索深度更浅;信息不完整条件下,低认知闭合需要招聘者的平均搜索时间增幅较大;（3）随着应聘者人数的增加,招聘者平均决策时间变长,低认知闭合需要招聘者平均搜索时间增幅较大,且两者探索模式都趋于属性加工。这意味着信息完整性与应聘者数量对不同认知闭合需要招聘者的决策影响不同,应注意培训招聘者的决策能力,提高员工招聘质量。     

变革型领导与员工心理健康:工作情感的中介作用

通过对550位员工的问卷调查,探究员工工作情感在变革型领导行为与员工心理健康间的中介作用。结构方程模型结果表明:(1)变革型领导行为与员工心理健康得分呈显著负相关;与愉快情感呈显著正相关,与不愉快情感呈显著负相关;(2)高激活愉快情感与心理健康得分呈显著负相关,高、低激活不愉快情感与之呈显著正相关,且中介变革型领导行为与心理健康间关系。变革型领导会积极影响下属的工作情感,进而对其心理健康产生积极影响。     

建言行为的认知影响因素、理论基础及发生机制

目前关于建言行为的研究大多关注其发生的前因变量, 而探讨其认知发生机制的研究则相对较少。建言行为不论是在行为触发机制、过程决策机制还是建议表达机制等三个方面均与个体的认知活动密切相关。通过梳理影响员工建言行为发生的认知因素, 该文提出员工建言行为认知发生机制全模型, 并对未来的研究方向作出展望。     

认知老化对于老年人决策过程的影响:动机的调节作用

有关老化和决策制定的研究并没有发现一致的年龄差异。从决策过程的角度,论述了老化对于决策制定的多层面影响。从认知层面来讲,流体认知能力的衰减会使老年人在决策制定前搜索更少的信息,使用非补偿性策略,基于属性进行信息搜索和比较;晶体认知能力的相对保持则在一定情况下弥补了这种消极影响;从动机层面来讲,关注情绪管理目标的老年人会倾向于寻求更多积极的信息,为了避免权衡诱发的消极情绪而更多地使用非补偿性策略。动机对于认知老化的消极影响有调节作用。具体来说,社会情绪选择理论和选择性投入假设认为,当决策任务符合老年人的社会目标,即情绪管理目标时,能够激活老年人投入认知资源的动机,从而缓解认知资源的衰减对于老年人决策表现的消极影响。未来的研究需要通过实验设计进一步探索动机与认知的交互作用,将多种过程追踪技术结合起来,明晰动机和认知能力在老年人决策制定中的作用。另外考虑到在社会目标方面的年龄差异,对于老年人决策质量的衡量应该更加注重主观决策质量。     

绿色变革型领导的影响效果及其理论解释机制

在环境问题日益严峻的当代背景下,社会各界愈发呼吁企业及其领导者履行环境责任。正因如此,绿色变革型领导在近几年逐渐成为一个前沿研究主题。绿色变革型领导是指领导者激励下属实现组织的绿色环保目标,鼓励下属取得超出预期水平的环保绩效。目前,研究发现,绿色变革型领导能够显著提升员工和企业的绿色行为、绿色创新。社会认知、情感事件、自我决定、社会认同和动态能力是解释上述关系的重要理论。最后,文章提出了一些展望供未来研究参考。     

引入眼动注视点的联合-交叉负载多模态认知诊断建模

多模态数据为实现对认知结构的精准诊断及其他认知特征(如, 认知风格)的全面反馈提供了可能性。为实现对题目作答精度、作答时间(RT)和视觉注视点数(FC)的联合分析, 本文基于联合-交叉负载建模法提出3个多模态认知诊断模型。实证研究及模拟研究结果表明: (1)联合分析比分离分析更适用于多模态数据; (2)新模型可直接利用RT和FC中信息提高潜在能力或潜在属性的估计准确性; (3)新模型的参数估计返真性较好; (4)忽略交叉负载所导致的负面结果比冗余考虑交叉负载所导致的更严重。     

行政组织变革的动力和阻力分析

迅速变化和发展的社会环境要求行政组织不断作出相应调整和变革,而变革的成功与否很大程度上取决于变革的动力和阻力相互作用形成的合力.行政组织变革的动力包括环境的动因,职能的动因,人事的动因,科学技术进步的动因等;行政组织变革的阻力主要有误解方面的阻力,利益方面的阻力,成本方面的阻力,组织惰性方面的阻力,变革不确定性方面的阻力等.为了保证行政组织变革的顺利进行,应通过客观分析变革的动力和阻力,精心设计方案,加强改革宣传,进行人事调整等措施,最大限度地缩小反对变革的力量,使变革的阻力尽量降低.     

工作场所的组织政治会危害员工绩效吗？基于个人-组织契合理论的视角

本研究基于个人-组织契合理论的视角, 通过对286份员工与直接主管的配对数据, 揭示了组织政治知觉对员工绩效(任务绩效和组织公民行为)的影响, 马基雅维利主义人格对这两者之间关系的调节作用, 组织认同在这两者之间的中介作用。层次回归分析结果发现：组织政治知觉对任务绩效、组织公民行为具有显著的消极影响, 马基雅维利主义人格可以显著调节组织政治知觉与任务绩效、组织公民行为两者之间的关系, 而组织认同是组织政治知觉与任务绩效、组织公民行为之间的完全中介变量。调节路径分析结果表明：马基雅维利主义对组织政治知觉与员工绩效之间关系的调节作用也是以组织认同为中介, 具体表现为被中介的调节作用。     

Communication Networks in the Diffusion of an Innovation in an Organization1

Research on decision-making processes and the diffusion of innovations in organizations has been focused on the influence of formal organizational structures. Since the successful implementation of most innovations requires the cooperation of employees, it is important to investigate how employees' knowledge, opinions, and individual decisions concerning an innovation are influenced by other employees. The present study investigates how information acquisition and adoption decisions of employees are influenced by the quantity and strength of their informal communication ties in the organization, and how strong this influence is in comparison with influence from formal communication sources. Results indicate that formal communication sources contributed more to the process of information diffusion, whereas informal communication sources (especially the employees' strong ties), were more influential on attitudes and adoption intentions.     

智能组织中的人机协同决策：基于人机内部兼容性的研究探索

智能时代已然来临。智能技术的发展正加速推动组织的智能化进程。越来越多的企业在生产和管理中采用智能技术以提高竞争力。在此背景下, 人机协同工作日益普遍, 人机协同决策成为新型组织决策方式。然而, 当前智能组织中的人机协同决策还面临信任度低、可控性低、透明度低、协同度低等一系列问题, 它们阻碍了决策质量、效率和体验的提升。本项目认为, 人机兼容性, 特别是人机内部兼容性, 如认知兼容性、情感兼容性、价值兼容性等, 或是影响人机协同决策绩效的根本原因。因此, 本项目基于人机内部兼容性理论视角, 综合采用决策心理学、认知科学、组织行为学等多学科理论与方法, 通过一系列现场研究和模拟实验, 力图揭示人机协同决策中存在的问题及其成因, 探究人机协同决策中内部兼容性的影响因素和作用机制, 进而提出若干人机协同决策优化方法。项目研究成果将有助于促进人机协同决策理论与人机兼容性理论的发展, 提升人机协同决策绩效, 推进组织决策的智能化进程。     

The effects of a job crafting intervention on the success of an organizational change effort in a blue-collar work environment

The current study in a blue-collar context investigates whether a job crafting intervention may facilitate employee adaptation to organizational change, while decreasing exhaustion and increasing positive attitudes towards change and safety behaviour. It was hypothesized that the intervention would increase job crafting behaviours (i.e., seeking resources, seeking challenges, and optimizing demands) resulting in decreased employee exhaustion, and improved change attitudes and employee safety behaviour (i.e., adherence to organization’s standard operating procedures). The quasi-experimental study revealed that, after the intervention (consisting of a workshop, four weeks of job crafting implementation, and an evaluative session), employees reported an increase in two of the three trained job crafting strategies (i.e., seeking challenges, optimizing demands). Moreover, those who participated in the intervention reported lower levels of exhaustion, improved cognitive and behavioural attitudes towards change, and increased safety behaviour. The intervention was found to improve the affective, cognitive, and behavioural components of a change attitude due to increases in seeking challenges. Results were similar after controlling for quality information and leadership behaviour during the change. It is concluded that a job crafting intervention and resulting job crafting behaviour can be an effective way to achieve successful adaptation to organizational change.     

Mitigating the Harmful Effect of Perceived Organizational Compliance on Trust in Top Management: Buffering Roles of Employees’ Personal Resources

This study considers how employees’ POC—defined as their beliefs that the organizational climate stifles change and values compliance with the status quo—reduce their trust in top management, as well as how this negative relationship might be buffered by access to two personal resources that support organizational change: openness to experience and affective commitment to change. Data from a sample of Pakistan-based organizations reveal that POC reduce trust in top management, but this effect is weaker at higher levels of openness to experience and affective commitment to change. These findings are significant in that they indicate that employees who operate in organizational climates marked by “yea-saying” can counter the difficulty of improving their job situation by drawing from adequate personal resources.     

Uncertainty During Organizational Change: Types, Consequences, and Management Strategies

This research tested a model that classifies change uncertainty into three interrelated types: strategic, structural, and job-related. We predicted that control would mediate the effects of job-related uncertainty upon psychological strain, and that management communication and participation in decision-making (PDM) would reduce uncertainty and increase feelings of control. The model was tested in a public sector organization and the results supported it. Control was found to mediate the effects of job-related uncertainty upon psychological strain. Management communication was negatively related to strategic uncertainty, whereas PDM was negatively related to structural and job-related uncertainty, suggesting different mechanisms to deal with the types of uncertainty during change. Finally, PDM was positively associated with feelings of control and negatively associated with psychological strain. These results suggest that PDM can short-circuit the damaging effects of uncertainty by allowing employees to have a say in change related organizational affairs, thereby instilling a sense of control over their circumstances.     

Linking career mobility with corporate loyalty: How does job change relate to organizational commitment?

Today's organizations are undergoing constant and substantial change due to many internal and external forces. These changes are impacting on the inter- and intra-organizational career mobility of managers and employees. This research assessed the relationship between career mobility history and a recent internal or external job change on organizational commitment using (Allen & Meyer, 1990) three-dimensional model. Professional-level employees participated in three survey administrations over an 18-month timeframe. External career mobility history (i.e., number of external job moves over one's career) was negatively related to normative commitment, but not to affective and continuance commitment. Affective and continuance commitment were significantly lower for external movers prior to a move when compared to nonmovers over the same period. In contrast, only continuance commitment was significantly lower for internal movers prior to a move when compared to nonmovers over the same period. Affective commitment increased significantly after the move for both internal and external movers. Implications for research with respect to career mobility and organizational commitment are discussed.     

心理资本与建言行为的关系:变革开放性和组织支持感的作用研究

基于积极心理资本理论和情感事件理论相结合的理论视角,研究采用两阶段追踪问卷调查方法收集数据,探讨了心理资本与员工建言行为的关系以及变革开放性和组织支持感在这个过程中的作用机制。数据分析结果表明:员工心理资本显著正向影响建言行为,变革开放性在心理资本与建言行为之间起着部分中介作用,组织支持感显著调节心理资本通过变革开放性影响建言行为的间接效应,在高组织支持感的条件下,变革开放性在心理资本影响建言行为过程中的中介作用显著,但是在低组织支持感的条件下,变革开放性的中介作用不明显。。