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。     

时间视角下的组织公正研究

组织公正的动态研究是在时间视角下分析组织公正的变化及其影响。根据研究中不同的时间跨度,可将该领域研究分为短期公正变化与长期公正变化研究。短期公正变化研究主要分析公正事件在日层次上的变化对组织内个体的影响。长期公正变化则分析组织内个体过往的公正经历如何影响他们当前的心理与行为。研究主要从自我调节资源的变化、长时社会交换、不确定管理及社会认知角度解释公正的动态影响。未来可从公正动态变化的特征、前因机制及其差异化影响机制开展研究。     

组织政治环境如何影响领导者公正准则遵从？

论文基于自我控制的强度模型,研究了组织政治环境作为情境因素影响领导者公正准则遵从的作用机制和边界条件。对来自某国有商业银行73位网点主任连续10个工作日的570个经验取样法的数据分析结果发现：(1)在个体内层次,领导者组织政治感知提高了自我耗竭,领导者职位任期削弱了该正向关系。(2)个体内层次自我耗竭对公正准则遵从的作用取决于个体间层次领导身份认同的程度：当领导身份认同较高时,二者关系为正;当领导身份认同较低时,二者关系为负。(3)当领导者职位任期较短且领导身份认同较高时,组织政治感知通过自我耗竭促进公正准则遵从;当职位任期较短且领导身份认同较低时,组织政治感知通过自我耗竭阻碍公正准则遵从。上述研究结论将公正准则遵从的前因研究从行为者中心视角拓展到情境中心视角,率先研究了组织政治感知的个体内变化及其影响,同时增进了对自我耗竭作用机制和边界条件的认识。     

企业员工组织公正感与组织公民行为的关系

本研究采用组织公正感问卷和组织公民行为问卷对219名企业员工进行调查,以考察在当前社会背景中,企业员工组织公正感和组织公民行为的现状,并运用相关、回归分析等统计学方法对其内在关系进行分析,结果表明组织公正感及其因子(分配公正、程序公正和互动公正)与组织公民行为之间呈现出显著的正相关.进一步的回归分析表明,组织公正感对组织公民行为的具有积极的预测作用.     

群体性事件集群行为的动员与组织机制

群体性事件指部分群众与当地党政部门或强势社会集团的对抗性冲突。是当下我国典型的集群行为。社会心理学对集群行为动员机制的研究主要包括群体相对剥夺、群体认同、群体(愤怒)情绪和群体效能; 对集群行为组织机制的研究主要包括速生规范、谣言和去个体化。其中, 群体愤怒和群体效能既属于动员机制, 同时又在组织机制中发挥作用。这些因素之间有待于进一步整合, 以期对现阶段我国社会频发的群体性事件的心理因素进行解释和探讨。     

组织公正和职位对进谏行为的影响

本实验目的在于验证组织是否公正、职位的高低对进谏行为的影响.选取158名大学生为被试,采用2×2完全随机设计,以情境故事法呈现刺激,研究了组织公正与否、职位的高低对进谏行为的影响.结果表明,组织氛围(公正/不公正)的主效应显著,职位的主效应不显著,组织氛围与职位的交互作用显著,具体表现为:低职位的在组织氛围不同情况下,进谏行为差异显著;而在组织不公正的氛围下,职位不同其进竦行为差异显著.     

组织不公正及其效果研究述评

从组织公正感的研究出发,比较全面地介绍了国外关于3种组织不公正,即分配不公、程序不公正和互动不公正研究及其效果,特别分析了组织不公正对组织的具体危害,这种危害包括隐蔽的攻击、退缩行为和公开的攻击。文章还介绍了我国学者关于分配不公平方面的研究。最后,作者指出组织不公正研究可能存在的问题,即组织不公正可能本质上不同于组织公正,组织不公正研究存在操作定义狭隘和跨文化障碍,以此为基础描述了未来的研究方向     

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.     

组织成员地位的形成及影响机制

组织成员地位通常是指组织内个体受组织其他成员尊重和钦佩的程度,是近些年备受关注的一个心理学构念。虽然组织成员地位与权力、阶层、面子、基于组织的自尊等概念具有一定的关联性,但它们之间存在着明显的界限。组织成员地位主要受到外在显性因素(形体特征、人口统计特征)、内在心理因素(人格、认知、情绪、行为)以及神经生理因素(睾酮激素、皮质醇激素)的影响,并能够对组织成员的认知、情绪、行为和绩效产生显著的影响。未来研究应当进一步区分组织成员地位的维度,探索组织成员地位的生物学基础和文化差异,关注组织成员地位的动态演化及其后果,并检验团队和组织层面地位分布的作用机制。     

组织公正研究:回顾与展望

文章主要回顾了组织公正40多年来的研究成果与进展,包括组织公正的概念和理论发展。并从组织公正概念的整合、机会公正、第三方公正、群体公正、跨文化研究、方法论等几个方面提出了进一步研究的思考和展望。     

How organizational cultures shape social cognition for newcomer voices

Drawing on cue consensus theory and status characteristics theory, we argue that the consensus between newcomer voice (challenging vs. supportive) and organizational culture (individualistic vs. collectivistic) leads to observers' social cognition of warmth or competence. Based on two survey studies and two experiment studies, we found that individualistic organizational culture strengthens the positive relationship between challenging voice and perceived competence and that voice constructiveness mediates this moderating effect. We also found that collectivistic organizational culture strengthens the positive relationship between supportive voice and perceived warmth, and prosocial motivation mediates this moderating effect. Focusing on consistent cues between voice and organizational culture, our research contributes to the voice literature, answering when and how both newcomer challenging voice and supportive voice can lead to perceived warmth and competence. Our results offer both theoretical implications and practical insights for employees and organizations.     

Combined effects of workplace bullying and perceived organizational support on employee behaviors: does resource availability help?

Background and Objective: This research examines the detrimental effects of workplace bullying as a social stressor on employees’ job performance, organizational retaliatory behaviors, and organizational citizenship behaviors and how the availability of support can reduce the negative impact of bullying. Using social exchange theory and the conservation of resources theory as theoretical frameworks, we propose that workplace bullying drains personal resources, leading to reduced job performance, low citizenship behaviors, and increased organizational retaliatory behaviors. We also propose that perceived organizational support acts as moderator, such that it reduces the detrimental effects of bullying on employee behaviors.

Research Design and Methods: We tested our hypotheses in two field studies (N?=?478 and N?=?395) conducted in Pakistan.

Results: The results of both studies supported the assertion that workplace bullying exacerbates employees’ job performance, reduces organizational citizenship behaviors and intensifies organizational retaliatory behaviors. The idea that perceived organizational support would moderate the bullying-work behavior relationships found mixed support. While perceptions of organizational support reinforced the bullying-job performance and bullying-retaliatory behaviors relationships, it did not moderate the bullying-citizenship behaviors relationship in the suggested direction.

Conclusion: The findings show that workplace bullying leads to more organizational citizenship behaviors when employee’s perceptions of organizational support is high.     

The interactive effects of perceived external prestige and need for organizational identification on turnover intentions

Recent research has highlighted the importance of understanding the influence of an organization’s external image on its members. Although progress has been made in understanding how perceived external prestige relates to workplace outcomes, researchers have not examined the joint effect of perceived external prestige and individual differences on such outcomes. In this article, we tested the impact of perceived external prestige on turnover intentions, but we also assumed that this influence is moderated by individuals’ need for organizational identification. Using three samples and a longitudinal research design, we found consistent support for this assumption. These results provide empirical support for the theoretical integration of social identity and need-based motivation theories.     

A study of antecedents of organizational commitment

Various theories of organizational behaviors suggest that there should be significant relationships between the work-related variables and commitment to an organization. This study shows that, for a sample of 203 Japanese industrial workers, four components (attachment, internalization, normative, and continuance) of organizational commitment are predicted by organizational climate, supervisory behavior, organizational tenure, and role clarity. Implications for future research are discussed.     

Self-transcendent emotions and their influence on organizational effectiveness: A literature review and synthesis

Self-transcendent emotions are positive emotions that arise out of other-focused appraisals. These emotions shift attention from the self to the needs and concerns of others. Limited work, however, focuses on self-transcendent emotions and the underlying cognitive and behavioural mechanisms by which they benefit organizations. We review the disparate streams of research on self-transcendent emotions and detail the thought-action repertoires of four self-transcendent emotions (compassion, gratitude, inspiration, and awe), explaining how each contributes to effective organizational functioning. Central to achieving this aim is the broaden-and-build theory. We show how the four self-transcendent emotions broaden cognitive processes and build the necessary resources leading to specific positive organizational outcomes. We conclude our review with four themes: (a) the importance of delineating levels of analysis in self-transcendent emotion research, (b) acknowledging contextual and cross-cultural differences shaping the experience of self-transcendent emotions, (c) addressing measurement concerns, and (d) the examination of other self-transcendent emotions. In effect, we synthesize the positive psychology and organizational behaviour literature, generating a framework that prompts theoretical and practical considerations for the role of self-transcendent emotions in organizations.     

组织社会化视角下员工组织公民行为动态变化趋势及其形成机制

日益复杂多变的市场竞争环境对组织的灵活性和适应性都提出了更高的要求, 员工的组织公民行为在这一背景下显得尤为重要, 因它能有效提高组织在不确定环境下的生存能力和核心竞争力、提升组织的绩效水平。虽然已有大量研究关注员工的组织公民行为, 但研究者多采用相对静态的研究范式, 而忽视了组织公民行为的长期动态变化趋势。基于组织社会化视角, 本研究重点关注新员工和工作变更员工组织公民行为的长期动态变化趋势、探索影响组织公民行为动态变化趋势的内在机制和边界条件, 以期为培养和激发员工持续性高水平的组织公民行为提供可参考的理论依据。     

上司不当督导对下属建言行为的影响及其作用机制

采用问卷调查法, 以广州、深圳、长沙以及青岛等地区企事业单位的504名员工为被试, 探讨了上司不当督导对下属建言行为的影响及其内在作用机制。结果表明: (1) 不当督导对促进性建言和抑制性建言均具有显著的负向影响; (2) 组织支持感在不当督导与促进性建言之间具有完全中介效应, 组织支持感和心理安全感在不当督导与抑制性建言之间起完全中介作用; (3) 上司地位知觉对不当督导与组织支持感的关系, 以及“不当督导→组织支持感→促进性建言”、“不当督导→组织支持感→抑制性建言”、“不当督导→心理安全感→抑制性建言”三个中介链的效应和不当督导对抑制性建言的总效应均具有显著的调节作用, 当下属知觉到的上司地位越高时, 上述关系及效应也越强。     

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。     

动态计算模型在组织行为学研究中的应用

动态计算模型是用数学语言进行理论描述的规范表达, 能够有效地解释理论与实证结果的冲突, 整合和发展理论, 非常适合研究复杂的、非线性的、非递归的组织行为问题, 但目前在组织行为学研究中的应用有限。本研究对基于主体的建模、系统动力学模型和元胞自动机模型等主要动态计算模型进行综述, 对已有引入动态计算模型的组织行为学研究主题、研究问题的类型及动态计算模型的实施等内容进行复杂网络分析及内容综述, 并指出动态计算模型能够帮助研究者开拓新的研究领域、改变组织行为研究的模式、继承和发展已有研究成果, 形成动态计算模型在组织行为学研究领域的应用手册。     

Perceived organizational support as a mediator between relational exchange and organizational identification

Using cross-level data from 364 supervisor–subordinate dyads, we examined how relational exchange quality, perceived organizational support (POS), and organizational identification interrelate. We found subordinate POS mediates the relationship between leader-member exchange (i.e., LMX) and organizational identification. We also found the relational context matters—namely, the immediate supervisor’s relationship with his or her manager (i.e., leader–leader exchange, LLX). Our findings suggest higher quality LLX creates a spillover of resources and reduces the negative association between lower quality LMX and POS. Our study extends both social exchange and social identity theories. First, we delineate how relational exchange quality associates with one’s identity in the organization—placing POS as an integrative mechanism between exchange and identity. Second, we expand the purview of social exchange theory by including other proximal (and interpersonal) relationships as context for social exchange between the individual and organization. Limitations, future research directions, and practical implications are also discussed.