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。     

CEO变革型领导行为对中层管理者工作绩效和工作满意度的影响：组织支持知觉和价值观的作用

本文以社会交换的理论和价值观领导理论为基础,探讨了CEO变革型领导行为及其价值观对中层管理者工作绩效和工作满意度的跨层次影响以及影响的中介作用机制。研究结果表明,CEO变革型领导行为有助于提升中层管理者的工作绩效和工作满意度,而组织支持知觉则在其中起着部分中介的作用。同时,CEO价值观对CEO变革型领导行为与组织支持知觉之间的关系具有调节的作用。本文的研究成果有利于进一步完善变革型领导理论,对企业实践也有一定的启示意义。     

工作-家庭中心性与延迟退休态度的关系研究

延迟退休态度是影响新退休政策推行的重要社会心理因素。本研究采用《延迟退休态度问卷》等工具,抽取450名临近退休员工,考察工作-家庭中心性与延迟退休态度的关系以及工作投入、组织支持感在其二者关系上的作用机制。研究发现：（1）临近退休员工对延迟退休的态度较为消极。（2）低组织支持感条件下,工作投入在工作-家庭中心性与延迟退休态度之间起到完全中介作用。低组织支持感不利于缓解家庭中心性员工对延迟退休的消极态度。（3）高价值认同条件下,家庭中心性与工作投入、延迟退休态度的正向关系弱化。给予员工高价值认同可以提升对延迟退休的积极态度。高关心利益也可缓解家庭中心性员工对延迟退休的消极态度。     

Linking values and organizational commitment: A correlational and experimental investigation in two organizations

The aim of the two studies was to confirm and clarify the relationships between values and components of organizational commitment (OC) in two organizations. Study 1 extended the work of Finegan (2000) by investigating antecedents of OC in terms of personal and perceived organizational values while controlling for the effects of tenure. Study 2 involved a field experiment to investigate the consequents of OC in terms of turnover intention, how such intention varies as a function of the values of the alternative employer, and how it is related to the different components of OC. The results of Study 1 provide support for the argument that perceived organizational values are drivers of values‐based OC, but that unlike the related components of affective and normative OC, continuance OC may not be values‐based. Study 2's results indicated that turnover intention was higher in a company supporting vision values, and that affective OC acted as a buffer against interest in alternative employment. Together these findings imply that companies adopting prosocial values, such as vision, self‐direction, and humanity may enhance affective and normative OC, and thus performance.     

Perceptions As Reality: The Influence of Actual and Perceived Demographic Dissimilarity

Two studies were conducted to examine the effects of demographic dissimilarity from others in the workgroup. Results from Study 1 (n = 87 coaches) indicate that actual demographic differences were reliably related to perceptions of such differences. Study 2 investigated the effects of perceived demographic dissimilarity. Data were gathered from an additional 175 coaches. Structural equation modeling indicated that perceived demographic differences were associated with perceived deep-level dissimilarity (i.e., differences in personality, values, and attitudes). In turn, perceived deep-level dissimilarity was negatively related to coworker satisfaction and held a positive association with organizational turnover intentions. Results are discussed in terms of theoretical contributions to the relational demography perspective.     

Ethics Code Awareness,Perceived Ethical Values,and Organizational Commitment

This study examines the relationships among ethics code awareness, perceived corporate ethical values, and organizational commitment. Three key findings emerged. First, those aware of the existence of an ethics code in their organizations perceived their organizations as having more ethical values than those not aware of an ethics code in their organizations. Second, respondents exhibited higher levels of organizational commitment when they were aware of an ethics code in their companies. Finally, the relationship between ethics code awareness and organizational commitment was fully mediated by perceptions of an organization’s ethical values. The results suggest that ethics codes may lead to higher levels of organizational commitment by increasing the belief that their organizations have strong ethical values, as long as the existence of ethics codes are adequately communicated.     

Value incongruence,job autonomy,and organization-based self-esteem: A self-based perspective on organizational cynicism

Combining the perspectives of person-environment fit and self-theory, a model was postulated in which both the incongruence between personal and perceived organizational values and job autonomy precede organizational cynicism, while organization-based self-esteem, as a psychological explanation for cynicism, was hypothesized to mediate both relationships. The model and corresponding hypotheses were tested on a sample of 174 Dutch workers. Polynomial regression results indicated that value incongruence and job autonomy add significantly to the prediction of organizational cynicism. Hierarchical regression analysis was used to test the hypothesized mediating effect of organization-based self-esteem. Results indicated that self-esteem partially mediates both relationships. These results support the conceptualization of organizational cynicism as a self-defensive response to problematic events and circumstances in the work environment.     

Sources of Perceived Organizational Support: Goal Setting and Feedback1

In this paper we examine goal setting and feedback as possible sources of perceived organizational support (Eisenberger, Huntington, Hutchison, & Sowa, 1986). Surveys were administered to 337 employees from 3 different organizations in the southern California area. Two path models were examined: one that allowed goal setting and feedback to have direct effects on perceived support and organizational commitment, and one that only allowed goal setting and feedback to have direct effects on perceived support. Results show that goal setting and feedback do not have direct effects on organizational commitment but, rather, affect commitment indirectly by way of their effects on employee perceptions of support from the organization.     

Impact of value congruence on work-family conflicts: the mediating role of work-related support

Based on past research regarding the relationship between person-environment fit and work-family conflict (WFC), we examined the mediating effects of perceived organization/supervisor support on the relationship between person-organization/supervisor value congruence and WFC. A structural equation model was used to test three hypotheses using data collected from 637 workers in Taiwan. Person-organization value congruence regarding role boundaries was found to be positively correlated with employee perception of organizational support, resulting in reduced WFC. Person-supervisor value congruence regarding role boundaries also increased employee perception of organizational support, mediated by perceived supervisor support. Research and managerial implications are discussed.     

Perceived organizational support, organizational commitment and psychological well-being: A longitudinal study

Using longitudinal data (N = 220), we examined the contribution of perceived organizational support and four mindsets of organizational commitment (affective, normative, perceived sacrifice associated with leaving and perceived lack of alternatives) to employee psychological well-being. In order to assess the contribution of support and commitment independently from workplace stressors, we controlled for the effects of role ambiguity, role conflict and role overload. Analyses showed affective organizational commitment to mediate a positive relationship between perceived organizational support and well-being. In addition, perceived organizational support negatively related to perceived lack of employment alternatives which, in turn, was negatively related to well-being. Normative commitment and perceived sacrifice associated with leaving were unrelated to well-being. The implications of these findings are discussed under the lenses of social exchange and conservation of resources theories.     

组织竞争与教师组织认同的关系机制

采用组织认同问卷、组织认同图解量表、组织竞争问卷、组织同一性知觉问卷和组织声望知觉问卷对700名教师进行施测,考察组织竞争影响教师组织认同的关系机制.结果表明:外部竞争、内部竞争、组织同一性知觉、组织声望知觉均与教师组织认同呈显著正相关;外部竞争通过两条路径影响教师的组织认同水平,一是外部竞争—组织同一性知觉—组织认同,二是外部竞争—组织同一性知觉—组织声望知觉—组织认同;内部竞争通过组织声望知觉影响教师的组织认同水平,即内部竞争—组织声望知觉—组织认同.     

Psychology of Terrorism: Classic and Contemporary Insights,edited by Jeff Victoroff and Arie W. Kruglanski

Abstract

Affective and calculative commitment have been associated with distinct work outcomes; however, little research has been directed toward understanding how these dimensions of organizational commitment are embedded within a larger web of work-related attitudes and perceptions. In the present study, higher levels of calculative commitment in a sample of adults in New Zealand and Ireland were associated with lower perceived organizational support, lower agreement with organizational policies, fewer perceived organizational values, and fewer bonds to various facets of the organization. This pattern of findings was reversed for level of affective commitment.     

Helping Coworkers and Helping the Organization: The Role of Support Perceptions,Exchange Ideology,and Conscientiousness1

This study examined 2 types of organizational citizenship behaviors: those that benefit the organization, and those that benefit one's coworkers. Parallel hypotheses were developed that predicted that support perceptions (both organizational and individual) would predict their respective type of citizenship behavior, and that exchange ideology (also both organizational and individual) would moderate this relation. The contributions of conscientiousness and empathy were also explored for their potential incremental value. Existing measures of perceived organizational support and exchange ideology were used to develop two new measures to assess perceived coworker support and individual exchange ideology. Results from a diverse sample support the importance of support perceptions as well as the moderating role of organizational exchange ideology. With respect to the 2 personality variables, conscientiousness played a significant role, but empathy did not. Implications for citizenship research and practice are discussed.     

Selection Fairness and Outcomes: A field study of interactive effects on applicant reactions

Despite the vast amount of applicant reactions studies, few have examined combined effects of selection outcomes with perceived procedural and distributive fairness on both personal and organizational reactions. Further, most have been conducted in laboratory settings, limiting external validity. The present study examined these effects with a longitudinal design, measuring actual applicants' well‐being and organizational attractiveness preinterview and postoutcome. As expected, several interactions between outcomes and fairness were found. Applicants who were hired reported both highest well‐being and organizational attractiveness when they perceived the outcome as fair. In contrast, applicants who were rejected reported highest well‐being when they thought the outcome was unfair. Selection outcome and procedural fairness interacted for organizational attractiveness, with higher procedural fairness leading to higher attractiveness for rejected applicants.     

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.     

Organizational citizenship behaviours in relation to job status,job insecurity,organizational commitment and identification,job satisfaction and work values

This study investigated organizational citizenship behaviours (OCBs) in a sample of 154 school teachers from Victoria, Australia, of whom 101 were in permanent employment and 53 on fixed‐term contracts. Participants completed measures of OCBs, job insecurity, organizational commitment, organizational identification, job satisfaction and work values relating to influence, variety and skill utilization. Results showed that the contract teachers reported more job insecurity and more OCBs compared to the permanent teachers. OCBs were positively related to perceived job insecurity and negatively related to opportunities to satisfy influence and skillutilization work values for the contract teachers, and positively related to organizational commitment, organizational identification and to opportunities to satisfy variety and skill‐utilization work values for the permanent teachers. Results were discussed in relation to the different functions that OCBs were assumed to serve for both groups of teachers and the possibility of conceptualizing OCBs using a motivational analysis that takes account of expectations and goal structures.     

Reactions to Organizational Alcohol Testing and Treatment Programs

We used organizational justice theory to explore reactions to employer-sponsored alcohol testing and alcohol treatment policies among a sample (N = 1,777) of the employed public in a western state. Level of alcohol use and safety-sensitivity of the job were related to the perceived fairness of alcohol testing. In addition, voluntary treatment policies were rated more positively than coerced or monitored policies in terms of fairness and organizational attractiveness. Alcohol use moderated the effects of treatment policy on perceived fairness and organizational attractiveness, although the effect sizes were small. These results support the use of organizational justice theory to explain reactions to organizational alcohol testing and treatment and provide a basis for future research in this area.     

Social Identification and Sense of Community Among Members of a Cooperative Company: The Role of Perceived Organizational Values1

The aim of this study was to investigate, among members of a large cooperative company, the role of worker status (partner vs. employee), length of service, and cooperative values in influencing organizational identification (OI) and organizational sense of community (OSC). The study involved the totality of members of the cooperative (N = 805; 67.7% partners, 32.3% employees), who completed a self‐administered questionnaire, measuring perceived cooperative values, OI, OSC, and, among partners, identification as a partner. The results indicate that partners, more than employees, perceived the cooperative as living up to its core values and scored higher on OI and OSC. The impact of worker status on OI and OSC was mediated by perceived cooperative values.     

The effects of gender and leave of absence on attributions for high performance,perceived organizational commitment,and allocation of organizational rewards

The present study examined the effects of gender and type of leave of absence on attributions for high performance, perceptions of organizational commitment, and allocation of organizational rewards. Results of the study, utilizing a predominately white student sample with a mean age of 29 years, indicated that there were no negative effects in terms of perceived organizational commitment or allocation of organizational rewards associated with a leave of absence (medical or parental) of short duration (three months) when taken by a high performing male or female. Causal attributions for performance and perceived level of organizational commitment were, however, related to recommendations of reward allocations. Implications of findings and future research are presented.An earlier version of this paper was presented at the annual meeting of the Southern Management Association, Atlanta, GA, November 1993. We would like to thank Gregory H. Dobbins, Mark L. Poteet and two anonymous reviewers for their insightful comments.