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领导-部属交换的多维结构及对工作绩效和情境绩效的影响 总被引:15,自引:1,他引:14
通过两项研究,对领导-部属交换的结构及其对员工的工作绩效和情境绩效进行了探讨。采用探索性因素分析、验证性因素分析、分层回归分析等方法对来自不同企业的员工及其主管的问卷调查结果进行了分析。 结果表明,领导-部属交换是一个多维度的结构,由情感、忠诚、贡献和专业尊敬四个维度组成。单维度的领导-部属交换和多维度的领导-部属交换都对员工的工作绩效和情境绩效具有预测作用,但多维度领导-部属交换的预测作用更强。 相似文献
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组织职业生涯管理与员工心理与行为的关系 总被引:24,自引:2,他引:22
通过广泛的开放式问卷调查和访谈,结合国外职业生涯管理的做法,编制了适合我国国情的组织职业生涯管理问卷(简称OCMQ),将问卷在13个国有企业、民营企业、股份制企业的管理者、技术人员中进行了调查,对所获得的449份有效问卷探索性因素分析结果表明:我国组织职业生涯管理的结构主要体现在四个维度:即晋升公平、注重培训、职业自我认识、提供职业信息。后来,利用研制的OCMQ,以及相关问卷职业承诺、组织承诺、工作卷入度、职业满意度、工作绩效等又在11家国有和中外合资企业中进行了调查,399份有效问卷结果进一步验证了OCMQ问卷的结构效度、实证效度和信度;并发现组织职业生涯管理对企业员工的职业承诺、组织承诺、工作绩效、职业满意度、工作卷入度等产生积极的影响,证实了职业生涯管理的价值。 相似文献
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本研究共收集了74个工作团队的数据, 探讨了领导情绪智力对团队层面绩效(任务绩效、利他行为)和态度(满意度、团队承诺)的影响、公平氛围的中介作用以及团队权力距离的调节作用。研究结果表明:领导的情绪智力对团队绩效和态度均有显著的正向影响; 程序公平氛围中介了领导情绪智力对团队任务绩效和利他行为的影响, 交互公平氛围中介了领导情绪智力对团队任务绩效、满意度和团队承诺的影响; 团队权力距离调节了领导情绪智力和交互公平氛围的关系, 该调节关系通过交互公平氛围的中介作用影响团队任务绩效、满意度和团队承诺。 相似文献
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组织职业生涯管理对职业承诺和工作满意度的影响 ——职业延迟满足的中介作用分析 总被引:3,自引:0,他引:3
以321名企业员工为被试,通过自编的职业延迟满足问卷,考察了企业员工的职业延迟满足在组织职业生涯管理对职业承诺、工作满意度影响过程中的中介作用。结果表明:职业延迟满足与组织职业生涯管理、职业承诺、工作满意度存在显著正相关;工作年限等人口统计学变量对职业延迟满足没有显著的预测作用;公平晋升、注重培训对职业延迟满足有显著的预测作用;职业延迟满足在组织职业生涯管理对职业承诺、工作满意度影响过程中存在中介作用;在结构方程模型中,职业延迟满足在公平晋升、注重培训与职业承诺、工作满意度之间存在中介作用;而职业延迟满足在职业发展与职业承诺、工作满意度之间不存在中介作用 相似文献
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绩效薪酬感和自我效能感对薪酬满意的影响 总被引:1,自引:0,他引:1
本研究就薪酬满意的结构这个具有争议的问题以及个体差异与薪酬满意的关系进行了考察,尝试探讨绩效薪酬感知、自我效能感对薪酬满意的影响。研究以浙江省东部地区机关和事业单位的256名科技人员为样本。因素分析发现机关和事业单位科技人员的薪酬满意是一个多维结构的构思,包括薪酬水平满意、福利满意、增薪机制满意和薪酬管理满意四个维度;多层分步回归分析结果表明绩效薪酬感知对薪酬满意有显著作用,科技人员的自我效能感在这种作用关系中有缓冲效应,研究结论表明绩效工资制度并不一定带来高水平的薪酬满意水平,科技人员的个体差异对薪酬满意有不可忽视的影响作用。讨论和结论部分给出了研究的局限性和未来研究展望。 相似文献
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研究分别从认知评价理论和习得性努力理论视角考察了绩效薪酬对员工突破性创造力和渐进性创造力的影响及其作用机制, 并检验了变革型领导和交易型领导对上述两条路径的调节效应。基于24家企业的364对上下级匹配数据的研究结果表明:绩效薪酬对内在动机和突破性创造力没有显著的影响, 对外在动机和渐进性创造力有显著的正向影响。变革型领导调节绩效薪酬与突破性创造力的关系:高变革领导情境下, 绩效薪酬通过正向影响内在动机间接对突破性创造力产生正向影响; 低变革领导情境下, 绩效薪酬通过负向影响内在动机间接对突破性创造力产生负向影响。交易型领导调节绩效薪酬与渐进性创造力的关系:交易型领导通过强化绩效薪酬对外在动机的影响进而放大了绩效薪酬对渐进性创造力的正向效应。针对上述结果, 讨论了本文的理论与实践意义。 相似文献
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通过对国内一家企业共785位员工及其直接主管的问卷调查, 考察了下属心理资本在变革型领导与下属工作绩效及满意度之间关系的中介作用以及程序公平对该关系的调节作用。研究结果显示:1)下属的心理资本与其工作绩效和满意度正向相关; 2)下属的心理资本部分中介了变革型领导对下属工作绩效及满意度的正向关系; 3) 下属的程序公平调节了变革型领导对下属心理资本的影响。具体而言, 下属的程序公平感越高, 变革型领导与下属心理资本的正向关系越强, 反之越弱; 4) 进一步地, 程序公平调节了下属心理资本对变革型领导-工作绩效和满意度的中介作用, 即:程序公平感越高, 变革型领导通过心理资本对下属的工作绩效和满意度所产生的作用就越强, 反之越弱。最后讨论了该研究的理论意义和应用价值。 相似文献
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On the dimensionality of organizational justice: a construct validation of a measure. 总被引:59,自引:0,他引:59
J A Colquitt 《The Journal of applied psychology》2001,86(3):386-400
This study explores the dimensionality of organizational justice and provides evidence of construct validity for a new justice measure. Items for this measure were generated by strictly following the seminal works in the justice literature. The measure was then validated in 2 separate studies. Study 1 occurred in a university setting, and Study 2 occurred in a field setting using employees in an automobile parts manufacturing company. Confirmatory factor analyses supported a 4-factor structure to the measure, with distributive, procedural, interpersonal, and informational justice as distinct dimensions. This solution fit the data significantly better than a 2- or 3-factor solution using larger interactional or procedural dimensions. Structural equation modeling also demonstrated predictive validity for the justice dimensions on important outcomes, including leader evaluation, rule compliance, commitment, and helping behavior. 相似文献
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Lincoln Jisuvei Sungu Qingxiong Weng Xiaohong Xu 《International Journal of Selection & Assessment》2019,27(3):280-290
To address why the relationship between affective organizational commitment and job performance varies, we draw on the theorization of Meyer, Becker, and Vandenberghe to propose moderation of affective occupational commitment and transformational leadership, separately and interactively. Data collected from 398 employees and their supervisors supported our hypotheses. Specifically, affective organizational commitment was more strongly associated with job performance for employees with high occupational commitment, or when a supervisor's transformational leadership was high. Importantly, in a moderated mediation relationship, we found the effect of transformational leadership on the relationship between affective organizational commitment and job performance for employees with high occupational commitment was contrary to its effect on employees with low occupational commitment. Given the significant roles of both commitments as discussed in the present study, we offer suggestions on how to consider these factors during the assessment and selection of personnel and role assignment. 相似文献
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Magda B. L. Donia Gary Johns Usman Raja Ahmed Khalil Ben Ayed 《European Journal of Work and Organizational Psychology》2018,27(2):188-203
Employing a sample of 197 employee-supervisor dyads, we explore whether employees’ attitudes and underlying motivation for engaging in organizational citizenship behaviours (OCBs) differentially relate to supervisors’ assessments of their individual performance and reward recommendations. We theorized that employees who perform OCBs with self-serving motives would be low on affective commitment and high on equity sensitivity, and that such individuals would receive lower performance ratings and fewer reward recommendations than those who are high on affective commitment, low on equity sensitivity, and more selflessly motivated. Our results suggest that employees with high affective commitment, low equity sensitivity, and high selfless motives were more likely to receive positive supervisor performance ratings and high reward recommendations. We also found that affective commitment moderated the mediating path of prosocial values (a selfless motive) on the relationship between OCBs and reward recommendations. Practical implications and future research directions are discussed. 相似文献
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Steven Hutchison Kathleen E. Valentino Sandra L. Kirkner 《Journal of applied social psychology》1998,28(2):171-182
This study examines the effects of leader behaviors and leader gender on employees' perceptions of support from the organization and employee commitment to the organization. Ninety-one employees completed a survey measuring leader behaviors, perceived organizational support, and organizational commitment. Results confirmed the hypothesis that a high interpersonal orientation and high task orientation had the most positive effect on employee attitudes. However, the high interpersonal orientation and high task orientation were not equally effective for both female and male leaders. Employees perceived more support from the organization when their supervisors, either female or male, used a high consideration–high initiating structure style than when they used a low consideration–low initiating structure style. On the other hand, only those employees who work for a male supervisor who is high in consideration and high in initiating structure were more committed to the organization. 相似文献
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Simon Lloyd D. Restubog Prashant Bordia Sarbari Bordia 《Journal of business and psychology》2009,24(2):165-178
Purpose The purpose of the study was to examine the combined interactive effects of a situational variable (procedural justice) and
a dispositional (equity sensitivity) variable on the relationship between breach and employee outcomes.
Design/methodology/approach Data were obtained from 403 full-time employees representing a wide variety of business sectors in the Philippines. Supervisors
were requested to provide an assessment of their subordinate’s civic virtue behavior.
Findings Results showed that equity sensitivity and breach interacted in predicting affective commitment. The negative relationship
between breach and affective commitment was stronger for employees with an input-focused approach to organizational relationships
(referred to as benevolents) than for those with an outcome-focused approach (referred to as entitleds). Results also indicated
a stronger negative relationship between contract breach and civic virtue behavior under conditions of high procedural justice.
Finally, a three-way interaction was found between contract breach, procedural justice and equity sensitivity in predicting
affective commitment.
Implications Our findings provide a new insight suggesting that worse outcomes are to be anticipated especially if employees have an expectation
that procedural justice can prevent any form of contract breach. In addition, although previous research has portrayed benevolents
as more accepting of situations of u under-reward, this study has demonstrated that they too have their limits or threshold
for under-reward situations.
Originality/value This research suggests that the type and intensity of one’s reactions to psychological contract breach is influenced by interactive
forces of the individual’s disposition and the organizational procedures.
A portion of this paper was presented at the 64th annual meeting of the academy of management meeting, New Orleans, USA, August,
2004. 相似文献
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《Organizational behavior and human decision processes》2003,91(1):51-68
Previous research has shown that outcome favorability and procedural fairness often interact to influence employees’ work attitudes and behaviors. Moreover, the form of the interaction effect depends upon the dependent variable. Relative to when procedural fairness is low, high procedural fairness: (a) reduces the effect of outcome favorability on employees’ appraisals of the system (e.g., organizational commitment), and (b) heightens the effect of outcome favorability on employees’ evaluations of themselves (e.g., self-esteem). The present research provided external validity to the latter form of the interaction effect (Studies 1 and 4). We also found that the latter form of the interaction effect was based on people’s use of procedural fairness information to make self-attributions for their outcomes (Studies 2 and 3). Moreover, both forms of the interaction effect were obtained in Study 4, suggesting that they are not mutually exclusive. Theoretical and practical implications are discussed. 相似文献
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Jie Li Gregory A. Laurence Brian D. Blume 《European Journal of Work and Organizational Psychology》2018,27(3):387-399
This study examines how the supervisor-focused procedural justice (SPJ) mediates the effect of benevolent paternalistic leadership on supervisor-directed organizational citizenship behaviour (OCBS) across employees with different types of leader-referenced relational-self. We use leader identification and traditionality to operationalize the concept of leader-referenced relational-self. Significant three-way interaction effects in both the leadership-SPJ and the SPJ–OCBS relationships are found. The SPJ-mediated effect of benevolent paternalistic leadership on OCBS is significant among employees whose leader identification and traditionality range from average to high levels. The findings suggest that leader-referenced relational-self is more complex than leader identification. Limitations, the implications for theory, research, and practice are discussed. 相似文献
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L. Guilbert L. Auzoult D. Gilibert L. Sovet G. Bosselut 《Psychologie du Travail et des Organisations》2019,25(2):127-139
The inter-professional national agreement of 19 June 2013 emphasizes the role of managers in promoting quality of work life. The latter aims jointly at employees’ health and company performance due to commitment. In the present study we tested the indirect effect of ethical leadership on affective commitment and psychological flourishing via satisfaction with work–family balance. Among employees, 221 filled out a questionnaire. The results indicate, on the one hand, the positive links between ethical leadership and affective commitment and psychological flourishing, and on the other hand the mediating role of satisfaction with work–family balance in these two relationships. We provide recommendations to improve quality of work life. 相似文献