LOWERING FLOORS AND RAISING CEILINGS: A LONGITUDINAL ASSESSMENT OF THE EFFECTS OF AN EARNINGS-AT-RISK PLAN ON PAY SATISFACTION

The attitudes of 101 bank employees were measured before and after the implementation of an earnings-at-risk (EAR) incentive pay plan which reduced base pay and increased employee risk and uncertainty with respect to total pay. Pay outcome satisfaction and pay process satisfaction both declined significantly over time, but the decrease in pay outcome satisfaction was the greater of the two. An examination of pay satisfaction antecedents at both points in time revealed relatively stable across-time relationships and provided information about some of the reasons for the changes. Perceived reward-to-effort ratio, which declined significantly over time, influenced both dimensions of pay satisfaction at both points in time. Perceived understanding of the pay system, which also declined over time, had a somewhat greater influence on pay process satisfaction than on pay outcome satisfaction, particularly at Time 2. In contrast to actual pay levels, changes in incentive and base pay amounts added more explained variance to the pay outcome satisfaction regression model. The study points out the potential for negative employee reactions to EAR incentive plans, and indicates that managers must ensure that employees understand these systems and feel that EAR plans will reward them equitably for their efforts.     

Employee Behavioral Activation and Behavioral Inhibition Systems,Manager Ratings of Employee Job Performance,and Employee Withdrawal

Employee behavioral activation system (BAS) and behavioral inhibition system (BIS) sensitivities have potential to add value to understanding employee personality, job performance ratings, and withdrawal. After controlling for three Big Five personality trait dimensions (Conscientiousness, Neuroticism, and Extraversion), structural equations modeling results from 102 employees and their managers indicated that employee BAS sensitivity was negatively related to manager ratings of employee job performance and that employee self-defeating behavior partially accounted for the hypothesized negative relations. BAS sensitivity was also indirectly and positively related to employee turnover intentions by failure to delay gratification. BIS sensitivity was positively related to employee self-defeating behavior but was not related to manager ratings of job performance or withdrawal. Theoretical and practical implications of the findings and future research are discussed.     

员工及其管理者的情绪智力对员工工作绩效的影响

研究员工及其管理者的情绪智力对员工工作绩效的影响,并探索了管理者的情绪智力对其下属员工工作绩效发生影响的内在机制。采用配对取样的方法对30家企业进行了管理者与其下属员工的配对调查。结果发现,员工及其管理者的情绪智力对员工的工作绩效都有显著的正向影响,领导－部属交换在管理者情绪智力对员工情境绩效的影响中起部分中介作用,领导－部属交换在管理者情绪智力对员工任务绩效的影响中起着微弱的部分中介作用     

工具主义伦理气氛对员工沉默行为的影响——犬儒主义和传统性的作用

基于社会控制理论,运用问卷调查法,通过分析308组配对数据,探讨工具主义伦理气氛对员工沉默行为的影响机制。结果发现:工具主义伦理气氛对沉默行为有正向作用;工具主义伦理气氛对犬儒主义有正向作用;犬儒主义在工具主义伦理气氛与沉默行为之间起部分中介作用;传统性调节了犬儒主义与沉默行为的关系,也调节了犬儒主义在工具主义伦理气氛与沉默行为关系的中介作用。     

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.     

高绩效工作系统对员工心理契约破裂的影响:一个跨层的被调节中介

对北京、上海、山东、辽宁等地39家企业的52名人力资源经理和253名员工进行配对问卷调查,用跨层次分析方法,考察了高绩效工作系统(HPWS)对员工心理契约破裂的影响及其作用机制。研究发现:组织实施的HPWS(O-HPWS)与员工心理契约破裂显著负相关,员工体验的HPWS(E-HPWS)在这一过程中起完全中介作用;互动公平氛围调节了O-HPWS与E-HPWS的关系,且进一步调节了上述中介作用。     

Trust in organization as a moderator of the relationship between self‐efficacy and workplace outcomes: A social cognitive theory‐based examination

Drawing on a social cognitive theory perspective, we contend that an employee's trust in oneself, or self‐efficacy, will interact with the individual's trust in the system, or trust in organization, to predict job attitudes and behaviours. Specifically, we expected that self‐efficacy would have stronger effects on job attitudes (job satisfaction and turnover intentions) and behaviours (task performance and organizational citizenship behaviours) to the degree to which employees perceive high levels of trust in organization. Using data collected from 300 employees and their respective supervisors at a manufacturing organization in Turkey across three waves, we found that self‐efficacy had more positive effects on job satisfaction, task performance, and citizenship behaviours when trust in organization was high. Interestingly, self‐efficacy had a positive effect on turnover intentions when trust in organization was low, indicating that high trust in organization buffered the effects of self‐efficacy on intentions to leave. The results suggest that the motivational value of trust in oneself is stronger to the degree to which employees also have high trust in the system, whereas low trust in system neutralizes the motivational benefits of self‐efficacy.

Practitioner points

• Practicing managers should not only invest in increasing self‐efficacy of their employees, but also invest in building trust to improve employees’ attitudes, behaviours, and performance. This is because when employee trust in organization is high, employee self‐efficacy has greater potential to have a positive influence over job satisfaction, task performance, and organizational citizenship behaviours.
• Self‐efficacy may actually increase an employee's desire to leave the organization when organizational conditions are unfavourable, such as in the case of low trust in the organization. Practicing managers should be aware that employees who have high levels of confidence may be at higher risk of turnover when they are unhappy with the organization.

     

问责能否抑制个体非伦理行为？——调节定向和自我损耗的作用机制

根据以往研究,问责对于非伦理行为的影响可能产生混淆的结论,它既可能降低,也可能促进非伦理行为的产生,即出现“问责失灵”的情况。鉴于此,本文通过实验研究来探究问责失灵的理论边界和内在机制。结果发现：（1）促进定向启动下的个体,问责对于非伦理行为有促进作用;预防定向下的个体,问责对于非伦理行为有抑制作用;（2）促进定向启动下,问责通过增加个体的自我损耗增强了其非伦理行为,即促进定向下个体的自我损耗中介了问责与非伦理行为的关系。     

问责能否抑制个体非伦理行为？——调节定向和自我损耗的作用机制

根据以往研究,问责对于非伦理行为的影响可能产生混淆的结论,它既可能降低,也可能促进非伦理行为的产生,即出现“问责失灵”的情况。鉴于此,本文通过实验研究来探究问责失灵的理论边界和内在机制。结果发现：（1）促进定向启动下的个体,问责对于非伦理行为有促进作用;预防定向下的个体,问责对于非伦理行为有抑制作用;（2）促进定向启动下,问责通过增加个体的自我损耗增强了其非伦理行为,即促进定向下个体的自我损耗中介了问责与非伦理行为的关系。     

创造性人格与员工创造力:一个被调节的中介模型研究

本文基于动机行动和成就动机理论,构建一个被调节的中介模型以检验创造性人格对员工创造力产生的作用机理。以251套来自主管-下属配对的问卷数据为样本,实证分析结果表明:创造性人格可预测员工创造力产生,学习目标导向与绩效证明目标导向在两者之间起部分中介作用;内在动机能够强化个体目标导向对创造力的作用,并显著正向调节创造性人格对员工创造力的间接效应。最后,论文讨论了研究发现对员工创造力产生的理论和实践意义。     

Age Bias in the Workplace: The Impact of Ageism and Causal Attributions1

This study considers the roles of managerial ageism and causal attributions in the age bias process. Specifically, we predicted that employee age and manager ageism would interact in predicting the severity of recommendations made about an employee's performance errors, such that ageist managers would be more likely to engage in age bias. Second, we proposed that age bias is caused partially by differential attributions made about the performance errors of older vs. younger workers. Results indicated that older employees received more severe recommendations for poor performance than did their younger counterparts. Also, some ageist attitudes moderated the relationship between age and performance recommendations. Stability attributions mediated the relationship of employee age on endorsement of the more punitive recommendations.     

Predictors of Participation in Performance Appraisal: A Voluntary System in a Blue-Collar Work Environment

Organisations have long acknowledged the value of performance appraisal in both administration decisions and in motivating employees. However, it would appear that most empirical research has focused on compulsory systems designed for use with executives and managers (Bannister and Balkin 1990; Ilgen, Fisher and Taylor 1979; Klein 1989). The reluctance to implement appraisal systems with lower level and base-grade employees may be due to several factors, including employee and union resistance to compulsory systems of appraisal (Nankervis 1990). Faced with this problem, appraisal can be viewed by appraisees and appraisers as an `innovation'. In a climate with growing emphasis on participative management styles, self-regulated or voluntary systems of performance appraisal may become increasingly prevalent and important. Thus, 476 base-grade (shop floor) employees of an Australian government business enterprise completed a survey regarding issues such as attitude to performance appraisal, source credibility, system satisfaction, anticipated feedback, perceived consequences of participation and intention to enter the system. Roger's (1983) innovation-decision model was utilised in the structure and analysis of the data and provided useful insights regarding the factors which are related to participation in a voluntary system of performance appraisal. Findings indicated that attitude towards, and support of, performance appraisal in general, perception of consequences of performance appraisal, satisfaction with the supervisor, anticipated feedback, and awareness and knowledge of the system in place in the organisation, were important in predicting the decision to adopt or reject the performance appraisal scheme.     

Work attitudes and decisions as a function of manager age and employee age

Research has shown the importance of employee age relative to coworker age in determining attitudes, performance, and career-related opportunities. The authors used chronological and subjective measures of employee and manager age to determine whether employee age relative to the manager has an impact on these same outcome variables. One hundred eighty-five managers and 290 employees completed surveys. The strongest and most consistent age effects were observed for interactions between employee and manager chronological age. Both the magnitude and pattern of the employee-manager age interactions varied by self- and manager-rated outcome measures of work attitudes, performance and promotability assessments, and developmental experiences. Results are discussed in light of the relational demography and career timetable literatures.     

Organisational culture moderation of interpersonal trust and affective commitment in health care non-governmental organisations in Ghana

This study examined the moderating effect of organisational culture (OC) moderation on the relationship between interpersonal trust (IT; trust in management and trust in peers) and employees’ affective commitment (AC). Participants were 295 employees of non-governmental organisations (NGOs) in Ghana (female = 42%; age range = 18–55). The employees completed the measures of IT, OC, AC, and employee performance. Moderation analysis of the data utilising structural equation modelling revealed that OC completely moderated the relationship between trust in management and trust in peers on AC. However, the moderation impact was found to be higher with trust in management than trust in peers. Moreover, AC completely mediated between trust in management and employee performance, and between trust in peers and employee performance. These findings highlight the importance for human resource managers of NGOs to incorporate and leverage on organisational culture as a key determinant resource for employees’ trust relationships, AC and performance goals.     

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。     

THROUGH THE LOOKING GLASS OF A SOCIAL SYSTEM: CROSS-LEVEL EFFECTS OF HIGH-PERFORMANCE WORK SYSTEMS ON EMPLOYEES' ATTITUDES

Drawing on emerging multilevel theorizing in human resources management, we tested a multilevel model of high-performance work systems (HPWS), using data obtained from 324 managers and 522 employees in 76 Japanese establishments. Results from cross-level analyses indicated that the relationships between establishment-level HPWS and employee job satisfaction and affective commitment were fully mediated by establishment-level concern for employees climate. These results shed new light on the mechanisms through which HPWS impacts employee outcomes and serve to bridge between macro and micro perspectives of human resource management. The research and practice implications of the findings are discussed.     

Effects of procedure and outcome accountability on interview validity

This study tested effects of holding interviewers accountable for either the procedure they follow to make interview judgments (procedure accountability) or the accuracy of their judgments (outcome accountability) on interview validity. Undergraduates (N = 338) simulated employment interviewers in an experiment that crossed 2 levels of procedure accountability with 2 levels of outcome accountability. They watched videotapes of 60 managers answering an interview question and rated the managers on leadership potential. The dependent variable was the correlation between their interview judgments and supervisory ratings of the managers' actual leadership performance on the job. Results showed that procedure accountability increased interview validity and outcome accountability lowered it. Participants' apparent attentiveness fully mediated effects of procedure accountability on interview validity.     

Managers' Implicit Assumptions About Personnel

ABSTRACT— Effective managers recognize both positive and negative changes in employee performance and take appropriate remedial action when required. Managers' assumptions about the rigidity or malleability of personal attributes (e.g., ability and personality) affect their performance of these critical personnel management tasks. To the extent that managers assume that personal attributes are fixed traits that are largely stable over time, they tend to inadequately recognize actual changes in employee performance and are disinclined to coach employees regarding how to improve their performance. However, a growth-mindset intervention can lead managers to relinquish their fixed mindset and subsequently provide more accurate performance appraisals and helpful employee coaching. Implications for performance evaluation procedures and avenues for future research are outlined.     

伦理型领导如何影响员工创造力:心理安全感与关系的作用

基于认知评价理论,以配对的328组员工为样本,探讨了伦理型领导与员工创造力的关系,及心理安全感、上下级关系在这一关系中的作用。结论:伦理型领导与员工心理安全感正相关;上下级关系与伦理型领导的交互作用强化了员工的心理安全感;心理安全感中介了伦理型领导对员工创造力的影响;上下级关系调节了心理安全感对伦理型领导与创造力关系间的中介作用。     

从征求到反应：建言行为链中的管理者角色

在建言行为发生链中,管理者扮演着征求者和反应者的不同角色。在管理实践中,管理者却罕于从员工处征求建言,或未能对员工建言做出有效反应。在学术界,目前有关管理者征求建言、纳谏和建言/建言者评估的研究日益丰富,但不成系统。为解决这些实践和理论上的不足,提出并整合建言行为链框架;并基于输入-过程-输出模型,从管理者角色入手,系统分析和归纳管理者征求建言、采纳建言、评估建言(者)的前提和结果,以诠释管理者在员工建言行为链中发挥的作用及其机制,并为管理者更好履行建言管理职能提供实践参考。