野心家取向:概念、测量、成因与影响

野心家取向指员工以非绩效取向的方式追求职业生涯发展的倾向。具有野心家取向的个体其生涯目标与组织目标不一致,坚信仅仅依靠绩效很难得到提升,需要运用组织政治行为、印象管理以及欺骗操纵策略获得晋升与高的绩效评定等级。对雇主的信任、感知到的组织公正、对生涯发展机会的感知、个体的交换意识、大五人格特质、马基雅维利主义以及原发性的精神病态等均会影响员工采取野心家取向的生涯发展态度。该取向雇员的工作满意度、生活满意度、内在工作动机、工作卷入度及组织承诺都比较低,而离职意向却很高,这会给组织带来消极后果。未来需从野心家取向的研究方法、变量与生态效度等方面进行深入探讨。     

愉快的人更易体验公正？——员工的情绪特质对组织公正感的影响研究

摘要：情绪和公正感之间的关系一直以来颇受研究者的关注。本研究通过对260名组织员工的取样调查,探讨了情绪特质对各层面组织公正感的影响。相关分析及多元调节回归分析结果表明：积极情绪特质（TPA） 对公正感存在显著的主效应,消极情绪特质（TNA）则与工作环境特征形成交互作用,共同影响对组织（或主管）实体的公正感。文章也讨论了这一研究结论对现实管理的意义。关键词：积极情绪特质 消极情绪特质 组织公正感     

Social Support, Job Stress, Health, and Job Satisfaction Among Nurses in the United Kingdom

Recruitment and retention of nurses is a major concern in healthcare provision in several countries. This study explored the relationship between perceived social support, job stress, health, and job satisfaction among nurses from 4 organizations in northwest England. A total of 350 usable questionnaires measuring stressors, perceived support, health, and job satisfaction, was obtained from a sample of 1,162 nurses drawn from 4 healthcare organizations. A follow-up study was conducted after 6 months. Results indicate that perceived organizational support is related to nurses' health and job satisfaction. Current interventions to increase support, which typically operate at individual or group level, may be limited in their effectiveness unless nurses' perceptions of organizational support are taken into account.     

Understanding Employee Job Satisfaction: The Importance of Procedural and Distributive Justice

The importance of perceived fair treatment and its effect on employee job satisfaction cannot be overlooked. Hierarchical regression analyses revealed that structural procedural justice, interpersonal procedural justice, and distributive justice each accounted for significant unique variance in employee job satisfaction. In addition, when job satisfaction was regressed on all three types of organizational justice, all three justice perceptions significantly predicted job satisfaction. However, interpersonal procedural justice and distributive justice were more strongly related to job satisfaction with distributive justice having the strongest relationship of the three fairness perceptions.     

Justice and employee attitudes during organizational change: The mediating role of overall justice

IntroductionSeveral studies have investigated the mediating role of overall justice (OJ) in the relationships between specific dimensions of justice and employee attitudes. However, prior research has neglected to examine OJ during the process of organizational change, as suggested in fairness heuristic theory (FHT).ObjectiveThis study aims to replicate the results of previous studies and expand them by examining, in two contexts of organizational change implementation, the mediating role of OJ in the relationships between procedural, interpersonal, and informational justice (PJ, ITJ, and IFJ, respectively) and employee attitudes (job satisfaction, turnover intentions, and organizational commitment).MethodologyWe surveyed 537 employees experiencing a company reorganization (Study 1) and 188 employees experiencing a merger (Study 2).ResultsEach dimension of justice is related to OJ, which in turn is associated to employee attitudes. Furthermore, bootstrap results indicated that OJ mediates the effects of PJ, ITJ, and IFJ on job satisfaction and turnover intentions (in both studies), and on affective, normative, and continuance commitment (in Study 2).ConclusionOur findings show the importance of fairness during organizational change. Treating employees fairly in times of change is crucial for managers.     

Perceived Fairness of Promotion Procedures: Identification of Justice Rules and Consequences for Job Attitudes

Two studies were concerned with the perceived fairness of the promotion procedures adopted by a police organization. The first study used Leventhal's (1980) theory of procedural justice to analyse the reasons given by unsuccessful candidates for their appeals against the decision. A content analysis revealed that the rules of ‘consistency and accuracy’ accounted for 81.8% of all the reasons stated. The second study applied the social cognitive theory (Bandura 1989a; 1989b) to examining the effect of perceived procedural fairness on unsuccessful candidates' self-efficacy and job attitudes related to police work. Results show that ‘procedural fairness’ was predictive of ‘self-efficacy and procedural satisfaction’, both of which in turn predicted officers' organizational commitment and job satisfaction. Theoretical implications of the studies for procedural justice and social cognitive theory were discussed.     

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。     

Exploring the Interactive Effect of Time Control and Justice Perception on Job Attitudes

ABSTRACT

We investigated the associations between supervisor-related time control and two-job attitudes, and the moderating effects of distributive justice on these associations. A total of 505 full-time employees in Hong Kong responded to a structured telephone survey. The results showed that time control and perceived distributive justice were positively related to both job satisfaction and organizational commitment. More importantly, the positive relationships between time control and the two job attitudes were stronger when perceived distributive justice was high rather than low. These findings contrast with the typical buffering effects of organizational justice, in which perceived justice attenuates the beneficial effects of positive stimuli. Theoretical and applied implications of these findings are discussed.     

Using the Job Demands-Resources model to investigate risk perception, safety climate and job satisfaction in safety critical organizations

Using the Job Demands-Resources model (JD-R) as a theoretical framework, this study investigated the relationship between risk perception as a job demand and psychological safety climate as a job resource with regard to job satisfaction in safety critical organizations. In line with the JD-R model, it was hypothesized that high levels of risk perception is related to low job satisfaction and that a positive perception of safety climate is related to high job satisfaction. In addition, it was hypothesized that safety climate moderates the relationship between risk perception and job satisfaction. Using a sample of Norwegian offshore workers (N = 986), all three hypotheses were supported. In summary, workers who perceived high levels of risk reported lower levels of job satisfaction, whereas this effect diminished when workers perceived their safety climate as positive. Follow-up analyses revealed that this interaction was dependent on the type of risks in question. The results of this study supports the JD-R model, and provides further evidence for relationships between safety-related concepts and work-related outcomes indicating that organizations should not only develop and implement sound safety procedures to reduce the effects of risks and hazards on workers, but can also enhance other areas of organizational life through a focus on safety.     

Fairness Perceptions of Employee Promotion Systems: A Two-Study Investigation of Antecedents and Mediators

The present research provided a test of the Ferris, Buckley, and Allen (1992) model depicting the antecedents and consequences of promotion systems in organizations. A 2-study design is utilized to investigate the role of promotion system characteristics as mediating the relationship between organizational factors, environmental factors, and job factors/employee characteristics and perceptions of organizational justice and advancement opportunity. Results provide convergence of support for the model across both studies. Implications of the results and directions for future research are discussed.     

Psychological Contracts and Their Implications for Job Outcomes: A Social Exchange View

This article explores the relationship between on the 1 hand psychological contract fulfilment and affective commitment and on the other hand, normative commitment and job satisfaction. We hypothesized that the perceived supervisor support (PSS) and the perceived organizational support (POS) mediate the relationship between the fulfilment of the psychological contract, commitment and job satisfaction. The sample consists in 337 soldiers in training. In order to test our model, we used 3 measures of psychological contract fulfilment (economic, socioemotional and developmental), PSS and POS measures as well as attitudes. Results show that the developmental psychological contract is related to affective and normative organizational commitment and job satisfaction whereas socioemotional fulfilment is unrelated to affective commitment. Psychological contract fulfilment has a greater impact on normative commitment than affective commitment. Results show also that only PSS plays a mediating role in psychological contract processes. Several implications emerge from this study. First, in a military context, it is important to strengthen the developmental psychological contract. Second, it is essential for organizations to place greater emphasis on encouraging supervisors to establish healthy working relationships with newcomers.     

Consequences of job insecurity and the moderator role of occupational group

In recent decades, transformations in organizations and the labour market have produced an increase in employee job insecurity. In response to this situation, workers present different negative reactions. However, the intensity of these reactions varies across studies that have investigated the outcomes of job insecurity. One possible explanation for this inconsistency may lie in the influence of other factors, such as the occupational group (Sverke et al., 2002). The aim of this study is to provide additional evidence about the relationship between job insecurity and its outcomes (i.e., life satisfaction, job satisfaction, perceived performance and organizational commitment), and examine the moderator role of occupational group in this relationship. The sample was composed of 321 employees from different Spanish organizations. The results showed that job insecurity was directly and negatively related to life satisfaction, job satisfaction and organizational commitment, and they suggest that occupational group moderated relations between job insecurity and three studied outcomes. In the case of life satisfaction and perceived performance, this relationship was stronger among blue collar workers. The relationship between job insecurity and job satisfaction was stronger in white collar workers. The implications and limitations of this study are discussed.     

Gender and the relationship between perceived fairness of pay or promotion and job satisfaction.

Brockner and Adsit (1986) found that satisfaction with an exchange relationship was more strongly related to perceptions of equity among men than women. Kahn (1972) reported that men were more likely than women to distribute outcomes to individuals in direct proportion to their input. We evaluated potential gender differences among 12,979 personnel in 30 different organizational systems in (a) correlations between fairness and job satisfaction scores and (b) standardized group differences in the perceived amounts of pay and promotion fairness and expressed levels of facet and global job satisfaction. The fairness-satisfaction relationship was not higher for men, and there were no practical differences in fairness perceptions and job satisfaction between men and women.     

Organizational Citizenship Behavior,Job Attitudes,and the Psychological Contract

Previous research has shown a positive relationship between job satisfaction and various dimensions of organizational citizenship behavior. These studies, however, have focused almost exclusively on civilian sector organizations. While insight gained from these studies is instructive, it remains to be seen if these relationships also exist in the context of military organizations. The relationships between job satisfaction as well as cynicism (as moderated by psychological contracts) with organizational citizenship behavior (OCB) are explored. Data were collected from military officers (n = 151) attending a 10-month professional military education school. As an improvement over other similar studies, control measures were incorporated to address potential confounds associated with self-reported attitudes. Results showed job satisfaction was a strong predictor of OCB, cynicism was negatively related to the altruism dimension of OCB, and the relationship between cynicism and the altruism dimension of organizational citizenship behavior was moderated such that the relationship was stronger when there were high levels of perceived psychological contract support than when there were low levels of support.     

高承诺组织与员工建言:双过程模型检验

以来自36个组织的223名员工为被试,通过上级、同事和员工自评三方配对的问卷数据,研究探讨了高承诺组织与员工建言行为之间的关系。采用多层结构方程模型等方法进行数据分析,结果发现:(1)高承诺组织对员工建言行为(包括上行建言和平行建言)有显著的促进作用;(2)员工知觉到组织内的职业机会在高承诺组织和上行建言之间起部分中介作用;工作满意度在高承诺组织和平行建言之间起部分中介作用;(3)工作绩效在知觉到职业机会和上行建言之间起正向调节作用;人际关系在工作满意度和平行建言之间起正向调节作用;(4)不光如此,工作绩效还调节着"高承诺组织-知觉职业机会-上行建言"这一中介路径;人际关系还调节着"高承诺组织-工作满意感-平行建言"这一中介路径。文章最后对所得结果、理论和实践意义及未来研究做了讨论。     

Show them the money? The role of pay,managerial need support,and justice in a self‐determination theory model of intrinsic work motivation

The link between money and motivation has been a debated topic for decades, especially in work organizations. However, field studies investigating the amount of pay in relation to employee motivation is lacking and there have been calls for empirical studies addressing compensation systems and motivation in the work domain. The purpose of this study was to examine outcomes associated with the amount of pay, and perceived distributive and procedural justice regarding pay in relation to those for perceived managerial need support. Participants were 166 bank employees who also reported on their basic psychological need satisfaction and intrinsic work motivation. SEM‐analyses tested a self‐determination theory (SDT) model, with satisfaction of the competence and autonomy needs as an intervening variable. The primary findings were that amount of pay and employees' perceived distributive justice regarding their pay were unrelated to employees' need satisfaction and intrinsic work motivation, but procedural justice regarding pay did affect these variables. However, managerial need support was the most important factor for promoting need satisfaction and intrinsic work motivation both directly, indirectly, and as a moderator in the model. Hence, the results of the present organizational field study support earlier laboratory experiments within the SDT framework showing that monetary rewards did not enhance intrinsic motivation. This seems to have profound implications for organizations concerned about motivating their employees.     

When promoting positive feelings pays: Aggregate job satisfaction,work design features,and innovation in manufacturing organizations

This study investigates the relationship between aggregate job satisfaction and organizational innovation. In a sample of manufacturing companies, data were gathered from 3717 employees in 28 UK manufacturing organizations about their job satisfaction and aggregated to the organizational level. Data on innovation in technology/processes were gathered from multiple respondents in the same organizations 24 months later. The results revealed that aggregate job satisfaction was a significant predictor of subsequent organizational innovation, even after controlling for prior organizational innovation and profitability. Moreover the data indicated that the relationship between aggregate job satisfaction and innovation in production technology/processes was moderated by two factors: job variety and a commitment to “single status”. Unlike previous studies, we conceptualize job satisfaction at the aggregate rather than the individual level and examine innovation rather than creativity. We propose that where the majority of employees experience job satisfaction, they will endorse rather than resist innovation and work collaboratively to implement as well as to generate creative ideas.     

Research Note: An Exploratory Analysis of Salesperson Perceptions of the Criteria Used in Performance Appraisals,Job Satisfaction,and Organizational Commitment

In some sales organizations the performance appraisal is treated as a bureaucratic exercise required by some “higher-up” executive. As such, sales managers may essentially conduct appraisals in an arbitrary and perfunctory manner. This behavior could be the result of the manager's perception that conducting performance appraisals requires considerable amounts of time and effort, which provides few rewards, but adds considerably to the manager's level of conflict and stress. The purpose of this research is to examine the relationships existing between one aspect of performance appraisals, salesperson perceptions of the appropriateness of the criteria used, and two other variables, organizational commitment and job satisfaction. A survey of retail salespeople provided the data required to evaluate the relationship between satisfaction, commitment, and the perceived appropriateness of the criteria used. The findings indicate that salesperson satisfaction levels are significantly correlated with the level of the perceived inappropriateness of the evaluation criteria used. However, the findings also indicate that the perceptions of the inappropriateness of the evaluation criteria are not significantly related to the salesperson's level of organizational commitment. Based on these findings, recommendations are made regarding the salesperson's role in the development of the performance appraisal process.     

Assessing the impact of organizational communication on job satisfaction and job performance

The present paper analyses the impact of organizational communication on job satisfaction and job performance. Data were collected from 380 employees working at different managerial levels in various organizations in India by using Organizational Communication Scale (Roberts & O’Reilly, 1974), Job Satisfaction Survey scale (Spector, 1985), and Job Performance scale (Rodwell, Kienzle & Shadur, 1998). It was found that organizational communication had a significant effect on job satisfaction and job performance of the employees. The analysis further indicated that the employees at different levels perceived job satisfaction differently. Thus, it can be inferred that in Indian organizations, job satisfaction and performance are very much dependent on the communication behavior of the organization.     

Clarifying the importance of trust in organizations as a component of effective work relationships

Organizational trust is an important element of an organization's long‐term success, as it is a central component of effective work relationships. This study examines the extent to which one's trust in the organization mediates the relationship between three drivers of social exchange relationships and three attitudinal outcomes. The results from a sample of 1,300 manufacturing employees revealed that trust in the organization partially mediated the relationship between perceived supervisor support and turnover intentions, affective organizational commitment and job satisfaction, and fully mediated the relationship between distributive justice and information receiving and these outcomes. This paper extends the empirical literature about the antecedents and consequences of trust in organization, giving special attention to the mediating role of trust in organizations.