基于行为的绩效评定方法的研究进展

从20世纪60年代至今,基于行为的绩效评定一直是各类组织的主要绩效评定方法。基于工作结果的非判断性绩效测量有其难以克服的局限,各种基于工作行为的判断性绩效测量方法相继开发出来。行为指标的筛选成为研究的主要问题之一。组织公民行为、区分作业绩效与关系绩效等研究,向基于行为的绩效评定提出了新的问题。     

主动性人格与工作绩效：个体-组织匹配的调节作用

本研究的目的：考察主动性人格在中国企业内对工作绩效的预测性及个体-组织匹配在其中的调节作用。方法：研究以三家中国本土企业的253名员工为被试,使用修订过的主动性人格量表。结果：（1）除了大五人格和社会赞许性之外,主动性人格还可以解释工作绩效8．5％的方差变异;（2）整体分析时只有团队导向因素显著,单独分析时高新独资企业中注重细节因素、团队导向因素和结果导向因素有显著的调节作用;民营企业中尊重员工因素有显著的调节作用;国有企业中革新性因素和团队导向因素有显著的调节作用。结论：主动性人格可以有效地预测工作绩效,个体-组织匹配则根据不同的企业组织,不同的因素在主动性人格和工作绩效的关系中起调节作用。关于本研究的贡献与不足以及未来的研究方向都有所讨论。     

团队内卷化量表的编制及初步应用

随着社会竞争压力的加剧,内卷化成为极其普遍的社会现象。研究1从组织行为视角出发,通过质性访谈和问卷调查探索团队内卷化的结构,编制出适用于企业员工的团队内卷化量表。探索性因素分析和验证性因素分析表明,团队内卷化量表由过度精细化和过度竞争两个维度构成,且量表的信效度良好。研究2进一步使用自编的团队内卷化量表,探究团队内卷化对团队绩效的作用机制。结果表明,团队工作投入和团队消极情绪在团队内卷化与团队绩效的关系中起并行中介作用。一方面,团队内卷化能够提升员工的团队工作投入,进一步促进团队绩效的提升;另一方面,团队内卷化也会引发团队消极情绪,削弱团队绩效。     

团队领导组织公民行为的有效性：以双维认同为中介的多层次模型检验

本研究旨在考察团队领导组织公民行为对团队员工角色内绩效的影响及其以团队员工的共享团队认同和领导认同为中介的作用机制。采用团队领导—团队员工匹配问卷的调查方法,使用29个团队的样本数据对相应的多层次模型进行检验。结果显示：团队领导组织公民行为对团队员工角色内绩效有显著的正向影响;团队员工的共享团队认同和领导认同分别和同时在团队领导组织公民行为与团队员工角色内绩效之间起到完全的跨层次中介作用。     

成功实施绩效管理的关键行为因素结构及其与组织承诺和组织绩效的相关研究

在查阅文献和对企业员工结构化访谈及其开放式问卷调查的基础上,收集了我国企业成功实施绩效管理的关键行为条目,编制初始问卷。通过预试初步证实了成功实施绩效管理的关键行为的结构是多维的,并获得了较为清晰的七因素结构模型。进一步修订,调整条目,逐步删除一些无负荷和存在多重负荷的项目。最后确定了由26个条目组成的正式问卷并进行第二次调查测试。探讨了企业成功实施绩效管理的关键行为因素的结构维度及其与组织承诺和组织绩效等相关后果变量的关系。研究表明：企业成功实施绩效管理的关键行为是由管理支持、适度激励、员工参与、有效沟通、科学考核、相关培训以及规范操作等七因素构成。成功实施绩效管理的关键行为因素与组织承诺呈显著正相关。适度激励、员工参与、有效沟通和科学考核等四个因素与组织绩效呈显著正相关,管理支持、相关培训和规范操作三个因素与组织绩效没有相关。     

“大五”人格模型及其在工业与组织心理学中的应用

“大五”是涵盖人格的5个因素的简称,它包括：神经质、外向性、开放性、宜人性和责任感。在介绍了该模型的基础上,文章重点介绍了它在工业与组织心理学中的应用,即“大五”可以有效的预测工作绩效、工作动机、领导行为、创造性行为和工作满意感等。     

工作团队与组织绩效

鉴于团队在组织管理中的普遍运用,本介绍了团队的作用、团队的种类及提高团队绩效的途径,并说明了工作团队与组织绩效的关系。     

共享心智模型研究现状

共享心智模型是指团队成员共同拥有的知识结构,它使得团队成员能就团队作业形成正确的解释和预期,从而协调自己的行为以适应于团队作业和其他团队成员的需求。其研究为理解和提高团队绩效提供了新的视角,从而成为了团队研究的新热点。该文首先明确其定义以及相关概念,再介绍它的几种类型,进而介绍研究中采用的测量方法,最后总结其影响因素及对团队绩效的影响。文章最后指出研究中存在的问题以及今后的研究方向。     

领导主动变革行为与团队绩效：团队主动变革行为和环境不确定性的作用

基于社会学习理论,研究考察了领导主动变革行为影响团队绩效的内在机制和边界条件。通过对110个团队领导和380名团队成员两阶段配对问卷调查,研究发现：（1）领导主动变革行为依次通过团队主动变革价值信念和团队主动变革行为对团队绩效产生正向影响;（2）环境不确定性正向调节领导主动变革行为与团队主动变革价值信念之间的关系,进而增强了领导主动变革行为通过团队主动变革价值信念和团队主动变革行为对团队绩效产生的正向影响。研究结果有助于推进团队层面的主动变革行为研究,同时对组织变革创新的管理实践具有重要意义。     

虚拟团队中的信任研究

信任是从组织行为学领域研究虚拟团队的一个重要课题。与传统组织中的信任相比,虚拟团队中的信任主要是认知或行为定向的;它在最初几次互动的基础上迅速建立起来,并通过随后的沟通行为维持下去,所以沟通行为和沟通内容的特征对虚拟团队中信任的建立和维持有着特殊重要的意义。由于目前研究方法所限,无法确定虚拟团队中信任与绩效的因果关系,但是它们之间存在着密切的相关关系。     

Backing up behaviors in teams: the role of personality and legitimacy of need

In this article, the authors developed several hypotheses regarding both the main and interactive effects of 2 types of team inputs on backing up behaviors in teams: (a) team composition characteristics in terms of the personality of the members of the team and (b) team task characteristics in terms of the extent to which the nature of the task is one that legitimately calls for some members of the team to back up other members of the team. Results from a study of 71 4-person teams performing a computerized tactical decision-making task suggest that the legitimacy of the need for back up has an important main effect on the extent to which team members provide assistance to and receive assistance from each other. In addition, the legitimacy of the need for back up also has important interactive effects with both the personality of the back up recipient and the personality of the back up providers on backing up behaviors in teams.     

Thick as thieves: the effects of ethical orientation and psychological safety on unethical team behavior

The purpose of this study was to uncover compositional and emergent influences on unethical behavior by teams. Results from 126 teams indicated that the presence of a formalistic orientation within the team was negatively related to collective unethical decisions. Conversely, the presence of a utilitarian orientation within the team was positively related to both unethical decisions and behaviors. Results also indicated that the relationship between utilitarianism and unethical outcomes was moderated by the level of psychological safety within the team, such that teams with high levels of safety were more likely to engage in unethical behaviors. Implications are discussed, as well as potential directions for future research.     

成就目标导向、团队绩效控制对员工创造力的跨层次影响

成就目标导向在团队绩效控制情境下能否有效预测员工创造力是个值得关注的话题。以研发团队为研究对象, 运用线性阶层模型考察了三者间的跨层次关系。结果发现, 低绩效控制下, 精熟目标导向、表现–趋近导向对创造力有正向影响, 表现-回避导向有负向影响; 高绩效控制下, 精熟导向对创造力有“S型”非线性影响, 表现-回避导向有正向影响。结果表明, 高精熟目标导向在高绩效控制情境下抑制员工创造力, 而表现导向也并非总是与缺乏创造力联系起来, 提高表现-回避导向个体的绩效控制程度或者降低表现-趋近导向个体的绩效控制程度同样可以促进创造力。启示在于, 管理者不仅应关注成就导向的个体差异, 更应重视构建相应的绩效控制情境, 从二者交互作用出发激活员工创造力。     

大五人格与绩效：团队水平的研究

众多研究表明,大五人格能够有效预测工作情境中的个体绩效。随着团队研究的广泛开展,团队人格特征与团队绩效的关系也得到了重视。本文在简单回顾个体水平的研究结果的基础上,着重介绍团队大五人格特征与团队绩效以及关系绩效之间关系的研究;阐述从个体特质到团队特征的整合方法和依据;最后指出现有研究存在的以及未来研究需要关注的四个问题     

The development of collective efficacy in teams: a multilevel and longitudinal perspective

The authors developed and tested a longitudinal multilevel model of collective efficacy formation. In 50 self-managing student teams, they investigated the effects of individual-level and team-level factors on observed behaviors and the subsequent development of collective efficacy for mastering a complex team task. Self-efficacy for teamwork, task-relevant knowledge, and collective efficacy predicted individual teamwork behaviors (rated by peers). Aggregated measures of teamwork behavior were related to subsequent collective efficacy, which was significantly related to final team performance.     

工作价值观的研究进展与展望

工作价值观是指超越具体情境,引导个体对与工作相关的行为与事件进行选择与评价,指向希望达到的状态与行为的一些重要性程度不同的观念与信仰。最近学者们越来越关注工作价值观的研究,内容主要涉及工作价值观的结构、测量、与其他相关构念的关系,以及跨文化、跨代际差异等方面的内容。本文对最近几年工作价值观的研究进展进行了全面的总结,并且分析了不同性别、行业、代际、国家地区人群的工作价值观差异。最后指出,今后的研究需要进一步关注工作价值观测量工具的跨文化适用性、工作价值观的匹配性及其变化机制等问题。     

When is educational specialization heterogeneity related to creativity in research and development teams? Transformational leadership as a moderator

The authors examined conditions under which teams' educational specialization heterogeneity was positively related to team creativity. Using a sample of 75 research and development teams, the authors theorized and found that transformational leadership and educational specialization heterogeneity interacted to affect team creativity in such a way that when transformational leadership was high, teams with greater educational specialization heterogeneity exhibited greater team creativity. In addition, teams' creative efficacy mediated this moderated relationship among educational specialization heterogeneity, transformational leadership, and team creativity. The authors discuss the implications of these results for research and practice.     

Substitutes for leadership in anaesthesia teams and their impact on leadership effectiveness

In this study we aim to increase our understanding of leadership in anaesthesia teams by investigating the relationship between substitutes for leadership, leadership behaviour, and team performance in situations with varying levels of routine and standardization. The present study relied on video recordings of 12 anaesthesia teams in a simulated setting with the occurrence of a nonroutine event. Clinical team performance was measured by the speed of adequate team reaction to this event. The leadership behaviours observed were coded either as content oriented (e.g., information transmission) or structuring (e.g., assigning tasks). Results showed that leadership behaviour changed depending upon the level of routine of a situation, the degree of standardization, and, to some extent, on the experience of team members. Leadership tends to be positively related to team performance during nonroutine and low standardized situations but negatively related to team performance in routine and highly standardized situations. Furthermore, leadership is only slightly related to team member experience. This study improves our understanding of influences of substitutes for leadership on successful leadership behaviour in anaesthesia teams. The findings also lead to suggestions for both further research and the enhancement of team leadership in critical care.     

团队领导的职能、决定因素及有效性

团队的情境特点和任务要求使团队领导具有了不同于传统组织领导的特点。该文从团队领导与群体领导的区别入手,以职能领导观分析了团队领导的职能：包括团队联络职能,收集并转译来自团队内外的信息;目标建立职能;运作协调职能,协调团队成员活动使其能在团队水平上充分整合;以及决定领导职能相对重要性的团队特征与作业特征,最后探讨了团队领导对团队有效性的作用及机制,并指出将来研究的方向