员工创新行为源于领导情感信任吗?风险倾向与组织行为授权的调节作用

领导情感信任会促进员工表现创新行为,但员工个体的风险倾向与组织行为授权可能对其具有调节作用。结果显示（1）领导情感信任能正向预测员工创新行为;（2）领导情感信任、组织行为授权与风险倾向对员工创新行为预测存在三维交互作用,相对于其他条件,组织行为授权和风险倾向均处于高水平条件下,领导情感信任与员工创新行为的正相关程度更为明显。探讨领导情感信任、组织行为授权、风险倾向与员工创新行为的关系可以为甄别影响员工创新行为的个体和环境因素提供理论指导,此外,也可为企业和直接领导如何增加员工创新行为提供借鉴。     

Perceived supervisor support: contributions to perceived organizational support and employee retention

Three studies investigated the relationships among employees' perception of supervisor support (PSS), perceived organizational support (POS), and employee turnover. Study 1 found, with 314 employees drawn from a variety of organizations, that PSS was positively related to temporal change in POS, suggesting that PSS leads to POS. Study 2 established, with 300 retail sales employees, that the PSS-POS relationship increased with perceived supervisor status in the organization. Study 3 found, with 493 retail sales employees, evidence consistent with the view that POS completely mediated a negative relationship between PSS and employee turnover. These studies suggest that supervisors, to the extent that they are identified with the organization, contribute to POS and, ultimately, to job retention.     

Social network ties and organizational citizenship behavior: evidence of a curvilinear relationship

ABSTRACT

We examine the relationships between employee friendship and advice network centrality and organizational citizenship behavior (OCB). Using social exchange theory as a basis, we argue that centrality within the workplace friendship network will be positively and linearly related to employee OCB. Further, we draw on conservation of resources theory and role theory to predict a curvilinear (inverse U) relationship between employees’ advice network centrality and OCB such that employees will engage in higher levels of OCB at moderate levels of advice centrality than at low and high levels. We test the theoretical model in an academic setting (using other reports of network ties and employee ratings of OCB) and a US-based organization (using other reports of network ties and supervisor ratings of OCB). The results support the idea of a curvilinear relationship between advice network centrality and OCB in both studies and a linear relationship between friendship centrality and OCB in Study 2. Practical implications and directions for future research are addressed.     

Reciprocation of perceived organizational support

Four hundred thirteen postal employees were surveyed to investigate reciprocation's role in the relationships of perceived organizational support (POS) with employees' affective organizational commitment and job performance. The authors found that (a) POS was positively related to employees' felt obligation to care about the organization's welfare and to help the organization reach its objectives; (b) felt obligation mediated the associations of POS with affective commitment, organizational spontaneity, and in-role performance; and (c) the relationship between POS and felt obligation increased with employees' acceptance of the reciprocity norm as applied to work organizations. Positive mood also mediated the relationships of POS with affective commitment and organizational spontaneity. The pattern of findings is consistent with organizational support theory's assumption that POS strengthens affective commitment and performance by a reciprocation process.     

Antecedents and outcomes of organizational support for development: the critical role of career opportunities

This study examines antecedents and behavioral outcomes of employees' perceptions of organizational support for development. We first propose that employees' past participation in formal developmental activities and experience with developmental relationships positively relate to their perceptions of organizational support for development. We then propose that perceived career opportunity within the organization moderates the relationship between organizational support for development and employee performance and turnover. Using a sample of 264 exempt-level employees and their supervisors, we found that participation in training classes, leader-member exchange, and career mentoring were each positively related to employees' perceptions of organizational support for development. We also found support for the moderator hypotheses. Specifically, development support positively related to job performance, but only when perceived career opportunity within the organization was high. Further, development support was associated with reduced voluntary turnover when perceived career opportunity was high, but it was associated with increased turnover when perceived career opportunity was low. Our study demonstrates that social exchange and career motivation theory work together to explain when and how employees' perceptions of organizational support for development relate to turnover and job performance.     

Moderators of the relationships between coworkers' organizational citizenship behavior and fellow employees' attitudes

The authors developed and tested the prediction that the relationship hetween coworkers' organizational citizenship behaviors (OCBs) and fellow employees' attitudes depends on the supervisors' abusiveness. Results of a longitudinal study using data collected from 173 supervised employees at 2 points in time (separated by 7 months) suggested that coworkers' OCB was positively related to fellow employees' job satisfaction and affective commitment when abusive supervision was low. However, when abusive supervision was high, coworkers' OCB was negatively related to job satisfaction and was unrelated to organizational commitment. The results of a 2nd study were consistent with the idea that the attributions employees make for their coworkers' OCB explains the moderating effect of abusive supervision on the relationship between coworkers' OCB and job satisfaction.     

Social influence and perceived organizational support: A social networks analysis

We suggest that employees’ perceptions of organizational support (POS) are not solely a product of independent evaluations of treatment offered by the organization, but are also shaped by the social context. We argue that coworkers will directly (through inquiry via cohesive friendship and advice ties) and indirectly (through monitoring of employees structurally equivalent in advice and friendship networks) affect employees’ perceived organizational support. Network studies in the admissions department of a large public university and a private company specializing in food and animal safety products indicate that employees’ POS are similar to those of coworkers with whom they maintain advice relationships as well as to those who hold structurally equivalent positions in organizational friendship and advice networks. Our work contributes to organizational support theory by developing and testing a theoretical explanation for the relationship between the social context and perceptions of support among employees. Implications for research and practice are offered.     

Eldercare demands, strain, and work engagement: The moderating role of perceived organizational support

Demographic changes give rise to an increasing number of middle-aged employees providing home-based care to an elderly family member. However, the potentially important role of employees' perceptions of organizational support for eldercare has so far not been investigated. The goal of this study was to examine a stressor–strain–outcome model (Koeske & Koeske, 1993) of eldercare strain as a mediator of the relationship between eldercare demands and caregivers' work engagement. Perceived organizational eldercare support was expected to attenuate the positive relationship between eldercare demands and eldercare strain and to buffer the negative relationship between eldercare strain and work engagement. Results of mediation and moderated mediation analyses with data collected from 147 employees providing eldercare supported the hypotheses. The findings suggest that perceived organizational eldercare support is especially beneficial for employees' work engagement when eldercare demands and strain are high.     

同事个性化契约对员工工作退缩行为的影响:基于公平理论的视角

个性化契约作为组织中一种非标准化的工作安排,以往研究较多关注其对契约获得者的积极效应,相对忽视了对未获得者的消极影响。鉴于此,本研究基于公平理论,探讨了同事个性化契约对员工工作退缩行为的影响及其内部机理。结果发现:同事个性化契约会引发员工的工作退缩行为,员工的心理契约违背在此过程中起部分中介作用;此外,员工与组织间较高的社会交换关系会削弱同事个性化契约对员工心理契约违背的正向影响。     

Characteristics of the work environment related to older employees' willingness to continue working: intrinsic motivation as a mediator

The relationships between older employees' willingness to continue working and characteristics of the work environment for older workers were investigated, as well as a possible mediation by intrinsic motivation. 103 employees ages 50 to 65 years, from various sectors of the Dutch labor market, completed questionnaires that measured willingness to continue working, intrinsic motivation, organizational stimulation, work variety, work challenge, and job autonomy. Hierarchical regression analyses showed organizational stimulation, as well as the various job characteristics, were positively related to employees' willingness to continue working. Moreover, intrinsic motivation fully mediated the relationship of work variety with willingness to continue working and partially mediated the relationships of organizational stimulation, work challenge, and job autonomy with willingness to continue working. It was concluded that organizations can encourage older workers to work until age 65 and beyond by shifting their focus from extrinsic to intrinsic rewards.     

Interactive effects of personality and perceptions of the work situation on workplace deviance

Previous research on workplace deviance has examined the relationship of either personality or employees' situational perceptions with deviant behavior. In this study, the authors focused on the joint relationship of personality and perceptions of the work situation with deviant behavior. Using 4 samples of employees and multiple operationalizations of the core constructs, the authors found support for the hypothesis that positive perceptions of the work situation are negatively related to workplace deviance. In addition, consistent with hypotheses, the personality traits of conscientiousness, emotional stability, and agreeableness moderated this relationship. Specifically, the relationship between perceptions of the developmental environment and organizational deviance was stronger for employees low in conscientiousness or emotional stability, and the relationship between perceived organizational support and interpersonal deviance was stronger for employees low in agreeableness.     

Joint effects of social networks and information giving on innovative performance after organizational entry

We combine the social network approach and organizational socialization literature in order to examine the influence of social networks and proactive behavior on newcomers' innovative performance. A sample of new employees completed questionnaires on social network and proactive measures, and their supervisors rated their innovative performance. The results suggest that both sparse (low density) social networks and newcomers' information giving were related to innovative performance. The results also indicate that information giving moderated the relation between sparse social networks and innovative performance: when newcomers' information giving was high, the characteristics of their social networks were not related to their innovative performance.     

Personal and workgroup incivility: impact on work and health outcomes

This article develops a theoretical model of the impact of workplace incivility on employees' occupational and psychological well-being. In Study 1, the authors tested the model on 1,158 employees, finding that satisfaction with work and supervisors, as well as mental health, partially mediated effects of personal incivility on turnover intentions and physical health; this process did not vary by gender. Study 2 cross-validated and extended these results on an independent sample of 271 employees, showing negative effects of workgroup incivility that emerged over and above the impact of personal incivility. In both studies, all results held while controlling for general job stress. Implications for organizational science and practice are discussed.     

Are employees' ratings of coworkers' organizational citizenship behavior influenced by their own perceptions of organizational justice?'

Partial correlation analysis of questionnaire data from 62 of 65 employees of a Turkish company indicated that employees' own perceptions of organizational justice in terms of distributive, procedural, and interactional justice were related to how they rated their coworkers' organizational citizenship behavior. Specifically, all three two-way interactions between the justice variables were related to organizational citizenship behavior.     

Motivation,altruism, and generalized compliance: a field study of organizational citizenship behaviors

This study tests the relations among five sources of motivation and two organizational citizenship behaviors. 175 employees from 31 locations of two agriculturally based companies completed the Motivation Sources Inventory and were rated by their supervisors for demonstrated organizational citizenship behaviors. There were significant positive correlations for employees' Self-concept-Internal Motivation with Altruistic Behavior of employees; while employees' Self-concept-External Motivation showed a significant negative relation with Altruistic Behavior by employees. Surprisingly, no correlation between employees' Goal Internalization Motivation and Altruistic Behavior by employees was found. Interpretation of these findings and further research are suggested.     

组织中的社会交换：由直接到间接

社会交换理论被引用来研究组织中的两种交换：员工与所在组织之间的交换——“感受组织支持”（POS）和员工与直接上司之间的交换——“领导—成员交换”（LMX）。以往的研究侧重于“直接交换”,即：从POS和LMX到员工工作产出的直接回归。该文以员工的组织情感承诺和工作满意感为中介变量,考察POS和LMX对员工工作产出的间接影响。在919份有效问卷的基础上,通过结构方程模型的比较,结果发现：组织情感承诺和工作满意感的确可以在POS和LMX与员工工作产出之间承担全部或部分中介的角色。这说明,员工与组织之间、上司与下属之间的交换只有小部分是“直接交换”,大部分则属于“间接交换”。最后,作者讨论了这些新发现的理论意义和实践意义,并指出了该研究的不足之处。     

Trust in the face of conflict: the role of managerial trustworthy behavior and organizational context

The authors explored the role of attributions in shaping employees' trust in their managers in the context of negative events. The authors examined how 2 forms of managerial trustworthy behavior (open communication and demonstrating concern for employees) and organizational policies relate to attributions, trust in the manager, and organizational citizenship behavior. Participants were 115 credit union employees who responded to a critical incident regarding a disagreement with their managers. As hypothesized, trustworthy behavior was negatively related to attributions of personal responsibility for negative encounters, and this relationship was stronger when human resource policies were perceived as unfair. Managerial trustworthy behavior was also positively related to trust in the manager and organizational citizenship behavior. Personal attributions partially mediated the relationship between trustworthy behavior and trust.     

Social network schemas and the learning of incomplete networks

Social networks that are missing relations among some of their members--termed incomplete networks--have been of critical theoretical and empirical interest in sociological research on weak ties and structural holes but typically have been overlooked in social psychological studies of network learning. Five studies tested for schematic processing differences in the encoding and recalling of incomplete networks. In Studies 1 and 2, prior knowledge of missing relations facilitated learning an unfamiliar, incomplete network. Study 3 ruled out differences in general pattern recognition ability as an explanation. Study 4 manipulated the degree of familiarity with missing relations, which produced predicted differences in learning rates. Finally, Study 5 examined how improved learning of an incomplete network affected a strategic organizational choice. The findings suggest that people can become schematic for complex, incomplete social networks.     

The Development and Longitudinal Test of a Model of Organizational Identification

This study proposed and tested a theoretical model of the organizational identification process using a sample ( N = 198) of electric utility employees. Based upon a longitudinal design, results indicated that the antecedents of perceived role-related characteristics and construed external image were related to employees' identification with their organization, while perceived motivating job characteristics were not. Additionally, organizational identification was positively related to the employees' intention to remain within the organization. Implications for research and practice are discussed.     

Personal initiative,commitment and affect at work

This paper reports two studies on the relationships between employees' personal initiative, affect and commitment. The results of Study 1 among 390 health care sector employees show that individuals' self‐rated personal initiative is related to affect as well as affective commitment to four distinguishable foci, namely the organization, supervisor, work‐group and career. Commitment explains unique variance in personal initiative, even when controlling for demographic variables and positive and negative work affect. As Study 1 relied solely on self‐report data, multi‐source data were gathered for Study 2 (N = 80). This allowed retesting the hypotheses using both self‐ and manager‐ratings of initiative. Results showed that commitment explains variance in both self‐ and manager‐rated initiative beyond demographics and affect. For self‐rated initiative, team commitment explains most variance, whereas for manager‐rated initiative, organizational commitment does.