员工建言行为的人口统计特征元分析

研究目的在于明确人口统计学特征与员工建言行为的关系。共81篇实证文献被纳入元分析, 被试人数为39118人。结果发现, 员工年龄、教育程度、组织任期和职位均与建言行为显著正相关, 即年龄越大、受教育程度越高、组织任期越长的员工会表现出越多建言行为; 同时, 在不同的文化背景下, 职位高低与建言行为的关系存在显著差异, 受中国传统文化影响, 高、低职位员工的建言行为数量差异明显, 而在非中国情境下, 员工职位高低对其建言行为的数量影响差异不明显; 此外, 建言行为的数据来源对员工年龄与建言行为之间的关系存在显著调节作用, 采用他评方式时, 年龄与建言行为的正向关系更为显著。研究结果为人口统计特征预测建言行为提供较为精确的估计, 并为未来建言行为的相关研究指引了方向。     

企业员工薪酬公平感实证分析

在预研究的基础上,自编《企业员工薪酬公平感问卷》并对810名企业员工施测。用探索性因素分析、验证性因素分析、多元逐步回归分析等统计方法探讨了员工薪酬公平感的结构维度及其与工作绩效、组织承诺的关系。研究表明,我国企业员工薪龇公平感是由分配结果公平感、程序执行公平感、领导评价公平感和信息提供公平感等四维度构成。领导评价公平感对工作绩效有显著预测作用;程序说明公平感、领导评价公平感和信息提供公平感对情感承诺具有显著预测作用。     

组织心理所有权、基于组织的自尊对积极组织行为的影响

采用自编的组织心理所有权、基于组织的自尊和积极组织行为等有效量表调查45家生产型企业共2566名员工,以检测组织心理所有权、基于组织的自尊对积极组织行为的影响。结果发现组织心理所有权、基于组织的自尊和积极组织行为之间有显著的正相关,组织心理所有权、基于组织的自尊对积极组织行为有显著正向预测作用,其中基于组织的自尊在组织心理所有权与积极组织行为之间起显著的部分中介作用。尤其是对组织及个人声誉或成就的心理所有权感对员工积极组织行为各个因素有显著正预测作用,基于组织的自尊在投入行为、主动行为和谋取人际和谐行为上影响效应更为显著。这意味着增强员工组织心理所有权感,培育员工主人翁意识和组织归属感,重视基于组织的自尊,提升员工的组织价值感和自豪感等措施有利于提升企业组织和个体绩效。     

知识型员工工作压力与工作满意感状况及其关系研究

工作压力与工作满意感是影响工作行为绩效的重要心理因素。本研究探讨分析了知识型员工的工作压力与满意感状况及其两者之间的关系。研究结果表明 :①在工作压力构成中 ,知识型员工内源性工作压力较高 ,外源性工作压力较低 ;②知识型员工具有较高的工作满意感 ;③知识型员工的工作内源压力与工作满意感之间具有显著的正相关关系 ;④知识型员工的工作外源压力与工作满意感之间具有显著的负相关关系     

企业员工的组织支持感

采用实证研究的方法探讨了企业员工组织支持感的结构维度及其与相关行为变量的关系。研究表明,我国员工组织支持感的因素结构不同于西方的单维结构,而是包括工作支持、员工价值认同和关心利益的三维度结构模型。组织支持感对感情承诺和利他行为具有积极的影响作用。程序公平影响组织支持感的形成     

大学生时间管理倾向对其社会适应能力的影响

该研究对180名大学生的时间管理倾向及其社会适应能力的关系进行探讨。结果发现,被试的时间管理倾向及其3个维度（时间价值感、时间监控观、时间效能感）,以及社会适应能力在性别、学科等因素上没有显著差异;时间管理倾向高分组和低分组被试在社会适应能力上有极其显著的差异。将社会适应能力对时间管理倾向3个维度进行逐步回归分析,结果表明,时间效能感对社会适应能力有好的预见性。因此,开展卓有成效的时间管理训练可以作为提高大学生社会适应能力的一种方法。     

大学生自我效能感、创业能力及其相关性研究

以合肥市3所高校的300名大学生为研究对象,探讨其自我效能感与创业能力及其关系,结果表明:(1)大学生自我效能感在性别上存在显著差异,男生的自我效能感要显著高于女生;(2)大学生的创业能力在年级上无显著差异,但人际交往分维度上,年级的主效应显著,(3)大学生的创业能力在性别上存在显著差异,男生的创业能力显著高于女性;(4)自我效能感对创业能力具有正向预测力。     

消极情绪在程序和互动不公正感与员工偏离行为间的中介作用:传统性的调节机制

采用问卷调查法对341名员工及其同事进行调查,从情绪和文化传统性视角,探讨了程序和互动不公正对员工偏离行为的影响及其内在作用机制.结果表明:(1)消极情绪是组织不公正感对员工偏离行为作用的中介变量;(2)传统性对组织不公正感对员工偏离行为的影响作用具有调节效果;(3)使用总效应调节模型对消极情绪在组织不公正感对员工偏离行为的中介效应及传统性的调节作用进行综合性分析,发现传统性主要在第二阶段,即消极情绪对员工偏离行为的影响作用上调节效果显著.     

组织文化、组织文化吻合度与员工的组织公民行为

以中国普通员工为被试,考察了组织文化、组织文化吻合度与员工组织公民行为(OCB)之间的关系.结果发现: (1)不同年龄、不同类型企业员工的OCB存在显著差异,但在性别、教育水平方面没有差异; (2)不同取向的组织文化对员工不同层面的OCB具有不同的预测作用.具体而言.组织文化对社会层面OCB的预测作用较强;就单一取向的组织文化来看,人本与创新取向的组织文化对OCB的预测作用最强; (3)在组织文化影响员工组织公民行为时,组织文化吻合度具有一定的调节作用,这种调节作用在人本与创新取向以及规范与安定取向的组织文化影响OCB时表现更加明显.     

人-职务匹配、人-组织匹配对员工工作态度的效应机制研究

本研究采用结构方程建模方法检验了人与职务、组织匹配对员工工作满意感和组织承诺的效应,及“内部整合”与“人际预测”的中介作用。结果表明,人与职务、组织匹配对员工工作满意感和组织承诺有显著的积极效应,“内部整合”对这种效应起完全中介作用,而“人际预测”仅对“人-职务匹配”对员工工作满意感的效应起部分中介作用。研究为理解“人-环境匹配”对于员工工作态度的效应机制提供了理论框架和实证依据。     

A Compositional Analysis of the Organizational Climate-Performance Relation: Public Schools as Organizations

The present study examined specific aspects of organizational climate related to job satisfaction, employee turnover, and organizational performance in public elementary schools. Survey data were obtained from school staff and students and from school district archives. Hypotheses tested included: (1) Employee perceptions of organizational climate and job satisfaction, when aggregated to an organizational level, would represent group-level constructs; (2) Employee perceptions of positive organizational climate would be associated with higher levels of job satisfaction and organizational performance and with lower levels of employee turnover; (3) Relations of organizational climate to organizational performance and to employee turnover would be mediated by employee job satisfaction; and (4) Employee perceptions of positive organizational climate and job satisfaction would be associated with less achievement disparity between minority and non-minority students. Study results supported all but one hypothesis. There was no evidence for the mediating effects of job satisfaction on relations of organizational climate to organizational performance and to employee turnover. Results were consistent with the broader organizational literature, which has shown the importance of orderly work environments, collegial relations, and supportive leaders for effectively functioning groups and organizations.     

INDIVIDUAL DIFFERENCES AMONG EMPLOYEES,MANAGEMENT COMMUNICATION STYLE,AND EMPLOYEE SATISFACTION: REPLICATION AND EXTENSION

Portions of three previous studies relating individual differences in employee satisfaction and one study relating Management Communication Style (MCS) to employee satisfaction were replicated across four organizational contexts. Major findings were supportive of the generalizability of the results observed in the previous studies. The interface of superior-subordinate relations and their impact on employee satisfaction were examined through perceptions of employees with regard to the MCS of upper management and the task behaviors (supervision and administration) of their immediate superiors. Results were supportive of the MCS conceptualization and indicated that MCS of immediate superior and MCS of upper management had their primary impact on different dimensions of employee satisfaction. Perceptions of superiors' task behaviors were found to have different impact on employees satisfaction for different organizational contexts. Variability in employee satisfaction predictable from individual employee differences and that predictable from superior-subordinate interface were found to have little overlap. It is recommended that both the individual differences (trait) and superior-subordinate interface (situational) approaches to the study of communication in organizational contexts be continued since the two generate independent predictions of unique variance.     

Climate strength: a new direction for climate research

Climate strength was conceptualized within D. Chan's (1998) discussion of compositional models and the concept of culture strength from the organizational culture literature. Climate strength was operationalized in terms of within-group variability in climate perceptions-the less within-group variability, the stronger the climate. The authors studied climate strength in the context of research linking employee service climate perceptions to customer satisfaction. The hypothesis was tested that climate strength moderates the relationship between employee perceptions of service climate and customer satisfaction experiences. Partial support for the hypothesis was reported in both a concurrent and predictive (3-year) test across 118 branches of a bank. In the predictive study only the interaction of climate and climate strength predicted customer satisfaction. Implications for future research on climate and climate strength are discussed.     

Employee attitudes,organizational performance,and qualitative factors underlying success

The first phase of this study investigated the relationship between aspects of organizational climate as assessed by a full consensus employee survey and a variety of organizational performance measures. Strong relationships were found for customer satisfaction, absenteeism, second level grievances, safety, and profits in the expected directions. Subsequent comparisons of the groups above or below one standard deviation from the mean score on an employee survey were completed to determine the extent of the differences suggested by the correlations. In the second phase of this study, a qualitative research project was conducted to determine those aspects of the organizational climate that were associated with the high scoring groups but not with either the average or low scoring groups. Strong evidence was found indicating that the presence of a caring, involved leader was the critical ingredient in the organization's success. The implications of these findings for organizational performance improvement efforts are discussed.     

Leader responsiveness, equity sensitivity, and employee attitudes and behavior

This study investigated the relationships between leader responsiveness to employee requests and employee attitudes and behaviors in a sample of managers and their subordinates. Additionally, the study investigated the moderating effect of an individual difference variable (equity sensitivity), on the relationships between leader responsiveness and employee attitudes and behaviors. Leader responsiveness related significantly with job satisfaction, organizational commitment, and organizational citizenship behavior. Furthermore, equity sensitivity moderated the relationships between leader responsiveness and job satisfaction. Entitleds reported lower job satisfaction when manager fulfillment of employee requests was low than did Benevolents, whereas differences were minimal when manager request fulfillment was high. Implications of the findings were discussed.     

THE EFFECTS OF EMPLOYEE SATISFACTION, ORGANIZATIONAL CITIZENSHIP BEHAVIOR, AND TURNOVER ON ORGANIZATIONAL EFFECTIVENESS: A UNIT-LEVEL, LONGITUDINAL STUDY

This study addresses the issue of whether positive employee attitudes and behaviors influence business outcomes or whether positive business outcomes influence positive employee attitudes and behaviors. We hypothesize that employee satisfaction, organizational citizenship behavior, and employee turnover influence profitability and customer satisfaction. Data were gathered from the units of a regional restaurant chain via employee surveys, manager surveys, customer surveys, and organizational records. Cross-lagged regression analyses show that employee attitudes and behaviors at Time 1 are related to organizational effectiveness at Time 2. Additional cross-lagged regression analyses show no significant relationship between organizational effectiveness at Time 1 and the employee attitudes and behaviors at Time 2. These results add to the evidence that HR outcomes influence business outcomes, rather than the other way around.     

Reasons Why College-Educated Women Change Employment

This paper examines selected employee turnover issues using data derived from a survey of graduates from a Midwestern women's college over a ten year period. As hypothesized, organizational commitment was positively related to job commitment, and employee commitment, defined as being composed of organizational and job commitment foci, was positively related to job satisfaction, supervisory support, and organizational career support. In general, the results show women were fairly similar to men in terms of why they change employment or in terms of what companies could have done to retain them.     

Proactive Personality, Employee Creativity, and Newcomer Outcomes: A Longitudinal Study

Purpose  To examine the relationship between proactive personality, employee creativity, and newcomer outcomes (i.e., career satisfaction and perceived insider status). Design/methodology/approach   A survey was conducted using a 3-wave longitudinal design with 146 Hong Kong Chinese employees from various organizations. Structural equation modeling was used to test the research hypotheses including the mediation effects. Findings   Proactive personality was positively associated with employee creativity and employee creativity was positively associated with career satisfaction and perceived insider status. In addition, employee creativity fully mediated the relationships between proactive personality and career satisfaction and perceived insider status. Implications   Based on self-reported responses, these data show that newcomers with a proactive personality shape their work environments in part through creative behavior, which in turn leads to feelings of career satisfaction and perceptions of being an organizational insider. Our study’s results also show that employee creativity is positively and significantly related to workers’ career satisfaction and perceived insider status, suggesting that employee creativity can improve employees’ attitudes toward their career and perceptions as valued and contributing organizational insiders. Future research may examine other possible variables that might mediate the relationship between proactive personality and individual outcomes. Originality/value  One of the few studies that have examined the intervening mechanism by which proactive personality leads to employee outcomes and examined the effects of proactive personality on employee outcomes in Asian culture. Received and reviewed by former editor, George Neuman.     

组织气氛与员工参与的关系

员工参与是提高组织绩效的重要一环 ,也是组织提高运作效率和使员工产生积极心态的关键 ;组织气氛是影响员工参与的一个重要因素。文章探讨了组织气氛与员工参与之间的关系 ,对全国各地区共 14 8家企业的90 4份调查问卷进行了单因素方差分析和逐步回归分析。研究结果表明 ,员工参与变量有显著的所有制差异和地区差异 ;低科层性的、创新性的和支持性的组织气氛会显著地提高员工参与水平 ;企业的科层式管理体制 ,是影响员工参与水平的最显著因素。研究结果对我国企业管理者有重要的启示     

COMPARISONS OF MANAGERIAL AND EMPLOYEE SATISFACTION WITH A PERFORMANCE APPRAISAL SYSTEM

Questionnaires were administered to managers and employees in a large multinational corporation to assess satisfaction with various aspects of a performance appraisal system. Comparisons of managers' and employees' satisfaction were made by conducting factor analyses for each sample. The results indicate moderate similarity between the two groups. However, two significant differences were revealed by the analysis. First, there is evidence that employees perceive certain aspects of the appraisal system in a global way, whereas managers differentiate among various components and see them as distinct entities. Second, the relative importance of the factors differs between the two groups. The largest portion of variance accounted for in the employee sample pertained to general satisfaction with the system whereas for managers it pertained to the types of ratings made on the appraisal form. The results are discussed in terms of the different perspectives managers and employees have in the appraisal process.