中国企业中员工创新能力与创新绩效的关系:以组织创新气氛为调节变量

运用结构方程建模技术中的无约束估价法,对来自10家企业413名员工的数据进行调节效应模型的检验。探讨了中国企业中员工创新能力对创新绩效的影响,以及组织创新气氛在其中的调节作用。结果发现:员工的创新能力对其创新意愿和创新结果具有显著的正向影响;在创新能力水平一定的情况下,创新意愿、行动和结果的水平随着组织创新气氛的提升而有所增强。该结果表明组织创新气氛显著调节着员工创新能力对创新绩效的影响。     

气氛强度:理论基础及其研究框架

随着多层次理论的发展,气氛强度成为组织管理研究中受到关注的新概念。以多层次理论中的合成模型和文化强度为理论基础,研究者对气氛强度的前因变量及其作用开展了一系列的研究。本文在回顾气氛强度的理论基础和研究框架的基础上,提出未来研究首先应补充气氛强度前因变量的探索;并在不同行业和不同工作类型中去验证气氛强度的作用;最后应关注对气氛的概念界定,从而扩展对气氛强度的研究。     

政治与关系视角的员工职业发展影响因素探讨

通过对16家制造型企业中的343个员工、662个同事及343个直接领导的配对数据进行实证分析,文章探讨了员工的组织政治技能、政治知觉,以及他们与直接上司的关系对于员工职业发展的关系。多层线性分析模型（HLM）结果表明：员工的政治技能有助于促进其与领导之间形成良好的关系（guanxi）,并籍此积极影响个人在组织中的职业发展,员工－领导关系是政治技能与职业发展之间的中介变量。另外,组织政治知觉影响政治技能对领导关系的作用,在政治氛围浓重的组织中,员工－领导关系更易受到员工政治技能的影响     

THE PRECURSORS AND PRODUCTS OF JUSTICE CLIMATES: GROUP LEADER ANTECEDENTS AND EMPLOYEE ATTITUDINAL CONSEQUENCES

Drawing on the organizational justice, organizational climate, leadership and personality, and social comparison theory literatures, we develop hypotheses about the effects of leader personality on the development of 3 types of justice climates (e.g., procedural, interpersonal, and informational) and the moderating effects of these climates on individual-level justice–attitude relationships. Largely consistent with the theoretically derived hypotheses, the results showed that leader (a) Agreeableness was positively related to procedural, interpersonal, and informational justice climates; (b) Conscientiousness was positively related to a procedural justice climate; and (c) Neuroticism was negatively related to all 3 types of justice climates. Further, consistent with social comparison theory, multilevel data analyses revealed that the relationship between individual justice perceptions and job attitudes (e.g., job satisfaction, commitment) was moderated by justice climate such that the relationships were stronger when justice climate was high.     

Organizational Politics and Job Outcomes: The Moderating Effect of Trust and Social Support

We propose a model for examining the moderating effect of trust and social support on the relationship between organizational politics and job outcomes. The model was tested empirically using data collected among 142 academics in one of Israel's major research universities. Findings based on interaction effects support the hypothesis that trust and social support are good moderators of the relationship between perceived organizational politics (POPs) and several job outcomes (i.e., job satisfaction, organizational commitment, stress, burnout). In other words, the potentially negative aftermaths of POPs can be controlled and reduced when trust and social support dominate the intra‐organizational climate. Theoretical and practical implications of the findings, as well as recommendations for future studies, are suggested.     

Dispositional resistance to change and emotional exhaustion: moderating effects at the work-unit level

Organizational change, although essential for business success, may negatively impact employees’ well-being. Based on person–environment fit theory, the authors investigate employees’ dispositional resistance to change as it impacts emotional exhaustion. Furthermore, the authors examine boundary conditions that may affect dispositional resistance to change and its influence on emotional exhaustion. They take a trait activation approach and test the moderating roles of two work-unit-level internal contextual factors: perceived organizational support and informational team climate. Using a longitudinal research design of 709 participants in 30 work units, multilevel analyses reveal that dispositional resistance to change (time 1) is positively related to emotional exhaustion (time 2). Moreover, a lack of perceived organizational support and a high informational team climate strengthen these effects. The authors conclude that organizations should offer coaching and training programmes to cope with organizational change for employees who are highly change resistant. Furthermore, personal and organizational development strategies should consider the insights gained from the study regarding internal contextual factors that moderate change management processes.     

The Job Demands–Resources model: An analysis of additive and joint effects of demands and resources

The present study investigated the additive, synergistic, and moderating effects of job demands and job resources on well-being (burnout and work engagement) and organizational outcomes, as specified by the Job Demands–Resources (JD-R) model. A survey was conducted among two Chinese samples: 625 blue collar workers and 761 health professionals. A series of multi-group structural equation modeling analyses supported the two processes proposed by the JD-R model: (1) the stress process that originates from job demands and leads, via burnout, to negative organizational outcomes (turnover intention and low organization commitment); and (2) the motivational process that originates from job resources and leads, via work engagement, to positive organizational outcomes. In contrast to moderating effects, synergistic effects of job demands and job resources on burnout and work engagement were found in both samples. However, after controlling for additive effects of job demands and job resources, these synergistic effects largely disappeared. In conclusion, the hypothesized additive effects of the JD-R model were found but the evidence for additional synergistic and moderating effects was weak.     

Improving Managerial Effectiveness in the Workplace: The Case of Sexual Harassment of Navy Women1

A decision-making model is used to test causal relationships between a set of constructs thought to be important in understanding the organizational effects of sexual harassment. The model explores the causal linkages between women Navy personnel perceptions of the organization's climate regarding sexual harassment, experiences, and judgments of inappropriate sexual behaviors, and resulting decisions ultimately affecting the organization. The findings advance our understanding of important causal variables in preventing sexual harassment, along with providing managers an early warning or screening device to aid in moderating this contemporary workplace issue.     

The Role of Psychological Climate in Neutralizing the Effects of Organizational Politics on Work Outcomes

The present study examined the moderating impact of psychological climate on the relationship between perceived organizational politics and both commitment and turnover intent. Data were gathered from 131 restaurant employees who completed surveys at work. Confirmatory factor analysis revealed that a 6-factor conceptualization (supportive management, role clarity, contribution, recognition, self-expression, and challenge) provided the most adequate model representation of the psychological climate construct. Results indicate that politics perceptions interacted with each climate factor (with the exception of challenge) in predicting commitment. Conversely, politics perceptions interacted only with supportive management and self-expression to predict turnover intent. Implications for theoretical development and empirical research in this domain are provided.     

Professional isolation and pandemic teleworkers’ satisfaction and commitment: The role of perceived organizational and supervisor support

BackgroundThe COVID-19 pandemic has abruptly and profoundly changed the way people interact with their organization, their colleagues and their supervisor.ObjectiveThis study assesses the effects of telework-induced professional isolation due to the pandemic. Drawing on organizational support theory, this study examines the relationship between professional isolation and satisfaction with the telework experience and affective organizational commitment during mandatory teleworking caused by the COVID-19 crisis. It does so by focusing on the moderating role of perceived organizational and supervisor support in these relations.MethodsData was collected via self-reported survey questionnaires from 728 pandemic teleworkers from various industry sectors in Quebec during the COVID-19 crisis. The study's hypotheses were tested using structural equation modeling (SEM), and moderation effects were probed with the Johnson-Neyman technique.ResultsThe results reveal that professional isolation negatively affects satisfaction with the telework experience, but does not affect affective organizational commitment. The relationship between satisfaction with telework and professional isolation was moderated by perceived organizational support, and the relationship between affective organizational commitment and professional isolation was moderated by perceived supervisor support.ConclusionThis study expands the organizational support theory by examining perceived organizational and supervisor support during a crisis as a counterbalance to a challenging social and organizational climate that has led to professional isolation. The implications of the findings as well as future directions for research on professional isolation and telework are discussed.     

组织公正氛围的理论机制、研究视角及研究框架

组织公正是员工对工作场所公正环境的心理感知, 研究层面有个体与群体之分。以往研究多集中在个体层面, 以致研究结果缺乏对群体现象的有效解释。进入新世纪学者们开始关注群体层面的公正氛围研究, 并在理论和实证方面取得了较大突破。通过回顾相关研究可以发现：(1)在理论机制上, 公正氛围的形成可以通过社会信息加工理论、吸引-选择-磨合模型、公正传染概念和公正启发理论来解释; (2)在研究视角上, 主要存在维度视角、整体视角、感知来源视角、氛围属性视角和第三方视角; (3)在研究主题上, 主要涉及领导、团队和组织三方面对公正氛围的影响, 以及公正氛围对个体、团队和组织三个层面的影响效果。未来研究可着重从多种领导行为对不同公正氛围影响的比较、其他领导因素对公正氛围的影响、不同公正氛围对结果变量影响的比较、新视角公正氛围测量方法的尝试, 以及文化因素对公正氛围的影响研究等方面入手。     

Affective organizational commitment and citizenship behavior: Linear and non-linear moderating effects of organizational tenure

Utilizing a meta-analytical approach for testing moderating effects, the current study investigated organizational tenure as a moderator in the relation between affective organizational commitment and organizational citizenship behavior (OCB). We observed that, across 40 studies (N = 11,416 respondents), the effect size for the relation between affective organizational commitment and non-self measures of OCB was .23. However, we also found that organizational tenure moderated the relation in a non-linear way. Before 10 years of tenure, the strength of the commitment–OCB relation increased as organizational tenure increased; after that point, the strength of the commitment–OCB relation decreased as organizational tenure increased. In short, the moderating effect of tenure follows a curvilinear pattern.     

Foreign and domestic company attractiveness to host national employees in Japan: A person–organization fit and image theory perspective

This study contributes to research on organizational attractiveness and human resource management (HRM) by drawing on image theory to examine the effect of organizational characteristics (foreign vs. domestic company country‐of‐origin, HRM practices, organizational culture, and work environment) on organizational attractiveness perceptions by host country national (HCN) employees. Drawing on person–organization fit theory, we also examine the moderating effects of HCNs' demographic characters (age and gender), work‐related skills (English proficiency and international experience), and value orientations (individualism and risk aversion) between the relationship of these organizational characteristics and organizational attractiveness. A between‐subject scenario‐based experiment with 800 HCN employees in Japan suggest that not the company country‐of‐origin, but the local adaptation of organizational culture, HRM practices, and work environment influence HCNs' organizational attractiveness perceptions. HCNs' demographic characteristics, work‐related skills, and value orientations had moderating effects between these organizational characteristics and organizational attractiveness perceptions.     

伦理型领导、工具主义伦理气氛与员工不道德行为：内部人身份感知的调节作用

通过对379名企业员工的问卷调查,探讨伦理型领导对员工不道德行为的影响机制。结果发现：伦理型领导与工具主义伦理气氛显著负相关;组织伦理气氛在伦理型领导与不道德行为之间起部分中介作用;内部人身份感知调节了组织伦理气氛在伦理型领导与不道德行为关系的中介作用。内部人身份感知水平越高,组织伦理气氛的中介作用越强。     

组织政治知觉与组织承诺:工作不安全感的调节作用研究

该文以314名企业员工为被试,运用问卷调查法和调节层级回归分析的统计方法,考察了工作不安全感在组织政治知觉与组织承诺之间的调节作用。结果表明:组织政治知觉对情感承诺和规范承诺都具有显著的负向预测作用,但数量性工作不安全感正向调节着组织政治知觉对情感承诺和规范承诺的消极影响,而质量性工作不安全感则负向调节着组织政治知觉对情感承诺的消极影响。     

How Do Leaders and their Teams Bring about Organizational Learning and Outcomes?

How do leaders generate a learning climate that yields favorable organizational outcomes? To address this question, we offer and test a model linking charismatic leadership with the team‐emergent states of shared vision and trust within the team, as predicting organizational learning climate, and long‐term assessments of organizational outcomes by key stakeholders. We examined this model in a sample of 69 Arab elementary schools in Israel using multiple sources of raters, predicting long‐term assessments by key stakeholders of respective schools (parents and superintendents) at 2 points in time: 1 year and 3 years following the survey of the teachers. In line with our expectations, we obtained an overall, indirect effect between charismatic leadership and organizational learning climate. We also found support for both the direct and indirect effects of leader charisma through trust within the team on organizational learning climate and school outcomes. Although charismatic leadership predicted shared vision among team members, shared vision did not predict organizational learning climate, and hence, our proposed mediating effects of shared vision on organizational learning climate and outcomes were not supported. We discuss both theoretical and practical implications for the effects of leaders on learning processes and outcomes.     

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.     

Improving organizational newcomers’ creative job performance through creative process engagement: The moderating role of a synergy diversity climate

Despite the mounting research demonstrating that employee seniority positively relates to creative job performance, we predict that a synergy diversity climate eliminates the employee seniority–creative job performance relationship by unleashing the creative potential of organizational newcomers. Drawing upon the integration-and-learning perspective for managing diversity, Study 1 finds that a synergy diversity climate moderates the relationship between employee seniority and supervisor-rated creative job performance lending support to our hypothesis. Study 2 provides an extension by showing how creative process engagement mediates this moderating effect on self-rated creative performance. Finally, Study 3 replicates and extends Study 2 by demonstrating the mediating role of creative process engagement but utilizing supervisor-rated creative job performance, while again showing synergy diversity climate to be an important boundary condition. In sum, we find that synergy diversity climate, as opposed to fairness and discrimination diversity climate, interacts with employee seniority by facilitating greater creative process engagement for newcomers subsequently impacting creative job performance. We discuss theoretical and practical implications for how the individual-level creative job performance effects may represent a microfoundation to creative team dynamics that confer a sustainable competitive advantage.     

员工宽恕的前因与后果：多层次模型

采用问卷调查法, 以50名直属主管和298名员工的配对数据为样本, 考察了员工宽恕的前因与后果。跨层次分析结果表明：(1)宽恕氛围对员工宽恕有显著的正向影响; 中庸思维对宽恕氛围与员工宽恕的关系具有正向调节作用, 员工的中庸思维越高, 宽恕氛围对其宽恕的积极影响越大。(2)真诚和谐对员工宽恕与其人际公民行为的关系具有调节作用, 对于高真诚和谐的员工, 其宽恕对人际公民行为有显著的正向影响; 而对于低真诚和谐的员工, 其宽恕对人际公民行为并无显著影响。(3)表面和谐对员工宽恕与其人际公民行为的关系具有调节作用, 对于高表面和谐的员工, 其宽恕对人际公民行为无显著影响; 而对于低表面和谐的员工, 其宽恕对人际公民行为有显著的正向影响。     

Faculty Stressors, Job Satisfaction, and Psychological Distress Among University Teachers in Hong Kong: The Role of Locus of Control

The study aimed at identifying the sources of stress, and investigating their effects on job satisfaction and psychological distress among 106 university teachers (86 males, 20 females) from four tertiary institutes in Hong Kong. Another purpose of the study was to examine the moderating effect of locus of control on stressor-strain relationships. A factor analysis of the faculty stressors revealed six factors: recognition, perceived organizational practices, factors intrinsic to teaching, financial inadequacy, home/work interface, and new challenge. A series of stepwise multiple regressions demonstrated that recognition, perceived organizational practices, and financial inadequacy were best predictors of job satisfaction, whereas perceived organizational practices and home/work interface were the best predictors of psychological distress. Further, external locus of control was associated with low job satisfaction and psychological distress. A series of hierarchical moderated regressions demonstrated a moderating effect of locus of control on some of the stressor-strain relationships.