组织氛围对员工行为有效性的影响机制

该研究采用问卷调查法和专家评估法探讨员工行为有效性的影响机制.结果表明:(1)组织氛围对员工行为有效性有积极的影响.(2)员工的自我效能感在组织氛围与绩效间起完全中介作用,在组织氛围与组织承诺间起部分中介作用,在组织氛围与满意度之间没有中介效应.(3)员工的自我效能感、满意度和组织承诺在组织氛围与员工绩效间起完全中介作用.(4)组织氛围对员工绩效的影响存在双重中介效应.结论:组织氛围对员工绩效的影响机制非常复杂,不仅可以直接影响,而且还可以通过影响员工的自我效能感、满意度和组织承诺等多种中介效应来影响.     

变革型领导与员工工作态度：心理授权的中介作用

研究的主要目的是考察变革型领导与员工满意度、组织承诺之间的关系,以及变革型领导的作用机制,即变革型领导是否会通过心理授权影响员工工作态度。利用14家企业744份调查问卷的结果,采用结构方程模型技术对变革型领导、心理授权、员工满意度、组织承诺之间的关系进行了交叉验证分析。结果表明,愿景激励与德行垂范对组织承诺与员工满意度有显著的影响,而领导魅力与个性化关怀只对员工满意度有显著的影响;心理授权对变革型领导与员工工作态度的关系具有一定的中介作用,愿景激励与德行垂范通过工作意义影响员工满意度与组织承诺;愿景激励通过自我效能影响组织承诺     

制造业员工社会支持、职业倦怠与生活满意度的关系

为探讨制造业员工职业倦怠、社会支持与生活满意度的现状及三者间的内在关系,本研究采用职业倦怠、社会支持与生活满意度三个量表对1354名员工进行测查。结果表明:(1)制造业员工职业倦怠总体水平不高,但是,成就感低落比较明显,接近中度水平;(2)女员工社会支持、生活满意度高于男员工;(3)生活满意度与社会支持正相关显著,与职业倦怠负相关显著;社会支持与职业倦怠负相关显著;(4)社会支持对生活满意度具有显著的正向预测作用,不仅可直接影响生活满意度,还可通过职业倦怠的部分中介作用影响生活满意度。研究表明,可通过提高制造业员工社会支持,以减轻其职业倦怠程度,提高其社会满意度。     

员工对企业社会责任的差异化反应:基于归因理论的阐释

企业社会责任归因是指个体对企业践行社会责任背后的动机进行主观推理和判断的过程与结果, 也是影响企业社会责任发挥积极作用的关键因素。通过梳理以往研究, 从个体、领导及组织三个层面总结了影响员工企业社会责任归因的因素, 同时从社会交换和组织认同视角深入剖析企业社会责任归因对员工态度和行为的影响及作用机理。未来研究可以进一步明晰不同企业社会责任归因的独特影响因素与作用效果, 基于归因理论探索企业社会责任归因的形成机制, 同时研究多种因素对企业社会责任归因的影响, 考察归因对企业社会责任公平启发机制的影响, 并基于中国情境开展本土化研究。     

授权的测量及其与员工工作态度的关系

首先，对Spreitzer的授权量表在中国文化背景下的适用性进行了检验，3家企业395份调查问卷的探索性因素分析和内部一致性分析表明，授权量表具有较好的效度和信度；20家企业942份调查问卷的验证性因素分析和内部一致性分析进一步验证了授权量表的效度和信度，这表明Spreitzer的授权四维模型在中国得到了验证，其编制的授权量表在中国具有较强的适用性。然后，利用20家企业942份调查问卷的结果，采用结构方程模型技术对授权与员工满意度、组织承诺、离职意向与工作倦怠等员工工作态度变量之间的关系进行了交叉验证分析，结果表明，工作意义对员工满意度与组织承诺有正向的影响，对离职意向与工作倦怠有负向的影响；自主性对员工满意度与组织承诺有正向的影响；自我效能对组织承诺有正向的影响     

企业社会责任、情感承诺与反生产行为的关系研究

本研究从企业社会责任的视角切入,遵循"认知——态度——行为"的逻辑思路,分析员工感知到的所在企业的社会责任行为对其反生产行为的影响,并引入中介变量"情感承诺"来打开二者之间的黑箱。以659个国有企业员工的样本数据来验证研究假设,结论为企业对员工的责任,员工越少出现反生产行为;企业对公益的责任越强,员工越少出现组织导向的反生产行为。在这个过程中,情感承诺起到部分中介的作用。     

伦理型领导对工作满意度的影响:以责任感为中介变量

本研究以员工责任感为中介变量,分析伦理型领导对员工工作满意度的具体作用机制。主要采用问卷调查法,对杭州市的150名企业员工进行了随机抽样,对伦理型领导与员工工作满意度的关系以及员工责任感在伦理型领导与工作满意度的关系中起到的作用进行研究。结果发现,伦理型领导、责任感、工作满意度三者之间两两显著正相关,责任感在伦理型领导与工作满意度的关系中起部分中介效应。研究结论:上级的伦理型领导力越强,下属的工作满意度越高,且下属的责任感在这一关系中起中介作用。     

个人与组织价值观匹配对员工工作投入、组织支持感的影响

采用问卷调查法,考察个人与组织价值观匹配和员工的工作满意度、工作投入、组织支持感以及离职意向之间的关系。对33家生产型企业798名员工进行了问卷调查,通过对数据的统计分析,结果表明：个人与组织价值观匹配对员工的工作满意度、工作投入和组织支持感具有显著的正向预测作用,对员工的离职意向具有显著的负向预测作用。     

挑战性—阻断性压力(源)与员工心理和行为的关系:自我效能感的调节作用

本研究旨在探讨挑战性-阻断性两类不同性质的压力源与员工心理和行为的关系,重点探讨一般自我效能感的调节作用。研究采用问卷调查方式,以309名飞行签派员为研究对象,数据分析采用层级回归的分析方法。研究结果发现：⑴阻断性压力与工作满意度呈负相关,与离职倾向呈正相关,而挑战性压力与离职倾向呈负相关,与工作满意度的正相关没有达到显著水平;⑵挑战性-阻断性压力与身心紧张都呈正相关;⑶一般自我效能感调节阻断性压力与身心紧张、工作满意度之间的关系,但对离职倾向的调节作用不显著,即在面临阻断性压力时,自我效能感高的员工,其身心健康水平、工作满意度明显高于自我效能感低的员工,而离职倾向没有明显差异;⑷一般自我效能感调节挑战性压力与工作满意度、离职倾向之间的关系,但对身心紧张的调节作用不显著,即对于自我效能感高的员工,挑战性压力会提升其工作满意度,降低其离职倾向,而对自我效能感低的员工则恰恰相反。     

新员工期望与组织社会化早期适应的关系

以天津市、浙江省和山东省9家企业2008年7月入职的205名新员工为被试,采用纵向研究设计,在新员工进入企业时和进入企业三个月后分别测量新员工期望和组织社会化近端结果(任务掌握、角色清晰、组织理解和社会整合),考察了新员工期望与组织社会化早期的适应的关系。结果显示:"工作—舒服期望"分别与新员工角色清晰和任务掌握、社会整合存在显著正相关,"工作—责任期望"分别与新员工任务掌握和组织理解正相关。研究结果没有支持新员工期望与适应的关系遵循"特异性匹配原则",但从期望的作用角度支持了工作期望是新员工期望最重要的组成部分。     

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.     

Supervisor Support for Employee Performance in Australia: Mediating Role of Work‐Life Balance,Job, and Life Attitude

Drawing on the job‐demands resources model, we investigated the relationship between supervisor support and employee performance and the mediating effects of work‐life balance (WLB), job and life satisfaction, and organizational commitment in a sample of 305 financial‐sector employees in Sydney, Australia. Results reveal that supervisor support is positively related to employee performance, WLB, job and life satisfaction, and organizational commitment. In turn, WLB, job and life satisfaction, and organizational commitment are positively linked to employee performance. The findings indicate a significant mediation between supervisor support and employee performance only through WLB and organizational commitment. Implications for theory and practice are discussed.     

THE EFFECTS OF EMPLOYEE SATISFACTION, ORGANIZATIONAL CITIZENSHIP BEHAVIOR, AND TURNOVER ON ORGANIZATIONAL EFFECTIVENESS: A UNIT-LEVEL, LONGITUDINAL STUDY

This study addresses the issue of whether positive employee attitudes and behaviors influence business outcomes or whether positive business outcomes influence positive employee attitudes and behaviors. We hypothesize that employee satisfaction, organizational citizenship behavior, and employee turnover influence profitability and customer satisfaction. Data were gathered from the units of a regional restaurant chain via employee surveys, manager surveys, customer surveys, and organizational records. Cross-lagged regression analyses show that employee attitudes and behaviors at Time 1 are related to organizational effectiveness at Time 2. Additional cross-lagged regression analyses show no significant relationship between organizational effectiveness at Time 1 and the employee attitudes and behaviors at Time 2. These results add to the evidence that HR outcomes influence business outcomes, rather than the other way around.     

Revisiting the mediating role of leader–member exchange in transformational leadership: the differential impact model

Transformational leadership (TFL) has been proposed as an essential antecedent of leader–member exchange (LMX), which in turn affects outcomes in organizations. We extend this mediation hypothesis in two ways by proposing a differential impact model, which we test on three organizational outcomes: employee job satisfaction, employee organizational commitment, and leader effectiveness. First, we extend LMX’s mediational impact—which has previously only been tested for employee outcomes—to leader effectiveness. Second, we argue that this mediation will be stronger for outcomes that are more proximal rather than distal to dyadic relations between leader and followers (high proximity: job satisfaction; medium proximity: organizational commitment; low proximity: leader effectiveness). Meta-analytic structural equation modelling based on 132 studies revealed that LMX mediates TFL’s relationships with employee outcomes (more strongly for job satisfaction than for commitment), but not with leader effectiveness, whereas TFL showed a stronger direct link to leader effectiveness. The findings suggest that TLF and LMX contribute differentially to organizational outcomes depending on their proximity to dyadic relations between leaders and followers. The differential impact model uncovers leadership effectiveness processes, integrates influential leadership theories, and highlights the importance of distinguishing between different outcome measures and the processes facilitating them.     

Test of a service profit chain model in the retail banking sector

Research has shown that organizational subunits where employee perceptions are favourable enjoy superior business performance. The service profit chain model of business performance ( Heskett, Sasser, & Schlesinger, 1997 ) has identified customer satisfaction as a critical intervening variable in this relationship. This paper examines the relationships between organizational climate, employee attitudes, customer satisfaction, and sales performance in the retail‐banking sector. The role of customer satisfaction as a mediator between employee attitudes and sales performance is examined in a large sample of bank branches, spanning multiple organizations. Mediation effects are found, which border on significance when the sample size is large, but the effects seem to be too small to be of practical importance. It is argued that alternative formulations of the service profit chain model may provide more powerful explanations of the link between employee attitudes and business performance.     

ATTITUDES AND EFFECTIVENESS: EXAMINING RELATIONS AT AN ORGANIZATIONAL LEVEL

Recent evidence has suggested that attitudes-organizational effectiveness relations may exist. Relations between employee attitudes, organizational unit performance, customer satisfaction, and turnover were examined at the branch level for a large automobile finance company. Using data from 142 branches in 2 consecutive years, several significant relations between attitude factors and performance were observed. In addition, causal analyses conducted at the branch level suggested that customer satisfaction led to employee attitudes, rather than the opposite. Additional analyses to explain this result suggested that economic conditions and related factors might be the causal mechanism at the aggregated level. Other potential interpretations of these findings and caveats about generalizing organizational-level findings to the individual level are discussed.     

WHY DOES PROACTIVE PERSONALITY PREDICT EMPLOYEE LIFE SATISFACTION AND WORK BEHAVIORS? A FIELD INVESTIGATION OF THE MEDIATING ROLE OF THE SELF-CONCORDANCE MODEL

We integrated the proactive personality and the self-concordance model literatures to hypothesize and test a model that explicates the processes through which proactive personality relates to employee life satisfaction, in-role performance, and organizational citizenship behaviors (OCBs). Across 3 time periods, data were collected from 165 employees and their supervisors. Results indicated that more proactive individuals were more likely to set self-concordant goals and attain their goals, which in turn predicted psychological need satisfaction. Psychological need satisfaction subsequently predicted employee life satisfaction, in-role performance, and OCBs. Further, goal attainment directly predicted employee life satisfaction. Our results also indicated that proactive personality's relations with employee life satisfaction, in-role performance, and OCBs were entirely indirect through goal self-concordance, goal attainment, and psychological need satisfaction.     

Corporate Social Responsibility,Employee–Company Identification,and Organizational Commitment: Mediation by Employee Engagement

Contrary to the theory and research on employee engagement in the western countries, less consideration has been given to the importance of employee engagement in Asian countries wherein its need is felt more. As more and more companies in Asia realize the importance of a productive workforce, this research examines the mediating role of employee engagement in the relationships of corporate social responsibility (CSR), employee–company identification (E–C) and organizational commitment (OC). Structural analysis of 290 online responses of employees working for various Indian and foreign information technology enabled services (ITES) companies in India, confirms the presence of partial mediation by employee engagement in between its antecedents (CSR and E–C) and its consequence (OC). The proposed model was found to be a good fit. The study provides empirical support to the argument that CSR and E–C are distant antecedents of OC. The results may encourage managers of ITES companies to consider CSR as an investment rather than an expense.     

The effect of organizational identification on employee affective and performance responses

Organizational identification (OI), defined as the importance of the organization in the person's self-concept, was argued to influence employee affective responses (job satisfaction and alienation) and performance responses (task involvement, investment of effort, and performance effectiveness). More specifically, it was hypothesized that there is 1. a positive relationship abetween OI and satisfaction with five job dimensions-work, supervision, pay, promotion and co-workers; 2. a negative relationship between OI and alienation; and 3. a positive relationship between OI and three task-related variables-task involvement, investment of effort, and performance effectiveness. A survey study was conducted on 215 service deliverers to the elderly in a large midwest city. The results were mostly consistent with the hypotheses.The data for this study was collected under the auspices of theBenjamin Rose Institute, Cleveland, Ohio.     

AN EMPIRICAL TEST OF CAUSAL INFERENCE BETWEEN ROLE PERCEPTIONS, SATISFACTION WITH WORK, PERFORMANCE AND ORGANIZATIONAL LEVEL

Previous research has suggested that organizational level may explain to a significant extent the differential impact of role perceptions (i.e., role ambiguity and role conflict) on employee satisfaction and performance. Causal inferences could not be drawn from these studies because of the predominant use of static correlational methods. In this study, in a hospital setting, a six-month time-lag between data collection periods was used to develop causal inferences. The results supported the hypothesis that role ambiguity was a source of causal inference with satisfaction with work at the higher organizational level, while role conflict was a source of causal inference with satisfaction with work at the lower organizational level. The source and direction of causal influence with respect to role perceptions and performance was supported only at the higher organizational level.