上下级情绪智力对LMX、员工工作结果变量的作用研究

本研究探讨员工情绪智力对领导一成员交换（LMX）和员工工作结果变量的影响,并分析了上级情绪智力在其间的作用。研究通过对银行业员工及其直接领导进行280份问卷调查,运用相关分析、回归分析等统计方法。发现员工情绪智力和LMX、员工的情感承诺、组织公民行为、工作绩效正相关,上级情绪智力对员工情绪智力和LMX之间的关系有缓冲作用,LMX对员工情绪智力和员工情感承诺、组织公民行为之间的关系起到部分中介作用。     

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     

授权型领导、心理可得性与创新:组织支持感的作用

采用问卷调查法,以配对数据为样本,探讨了授权型领导对员工创新行为的影响,考察了心理可得性的中介作用与组织支持感的调节作用。结果表明:①授权型领导与员工心理可得性显著正相关;②心理可得性在授权型领导与员工创新行为间起部分中介作用;③组织支持感显著调节了心理可得性与员工创新行为间的关系;④组织支持感调节了心理可得性在授权型领导与创新行为间的中介作用。     

领导的调节聚焦对下属创新和组织承诺的影响

以162名员工及63名其直接领导为被试,采用问卷法探讨领导的调节聚焦对下属创新和组织承诺的影响及中介机制,结果发现:(1)领导的促进焦点可以正向预测下属的创新,且心理授权在其中起中介作用,领导的预防焦点对下属的创新没有显著影响;(2)领导的促进焦点以领导成员交换关系和分配公平为中介正向影响下属的情感承诺,领导的预防焦点正向影响下属的持续承诺。     

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。     

心理契约破坏感对员工工作态度和行为的影响

通过对398名企业员工的问卷调查,探讨了组织支持感(POS)和领导—部属交换(LMX)在心理契约破坏感对员工工作态度和行为影响中的中介作用。结果表明：（1）POS在心理契约破坏感与员工工作态度（组织认同和留职意愿）的关系中起中介作用,但POS只能部分中介心理契约破坏感与留职意愿的关系。（2）LMX在心理契约破坏感与员工组织公民行为（利他行为、个人主动性、人际和谐和保护公司资源）间起完全中介作用。（3）LMX对员工的工作态度（留职意愿和组织认同）不具有直接的影响作用,它主要是通过POS的中介对其产生间接的影响     

家长式领导与员工工作投入:心理授权的中介作用

对国内402名员工的关于家长式领导、工作投入和心理授权的问卷数据进行了分析,探索中国文化背景下组织特有的家长式领导与员工工作投入之间的关系及心理授权在二者关系中的中介作用。结果表明,家长式领导中的仁慈领导和威权领导两维度对员工工作投入有显著的预测作用;心理授权在仁慈领导和工作投入之间起着部分中介作用。     

真实型领导对员工工作投入影响的多重中介效应模型

为了考察真实型领导影响员工工作投入的内在作用机制,采用真实型领导行为量表、职业认同量表、情感承诺量表、组织支持感量表和工作投入量表对308名企业员工进行施测,结果发现：（1）真实型领导通过职业认同、情感承诺和组织支持感的间接作用对员工的工作投入产生影响;（2）职业认同、情感承诺和组织支持感在真实型领导影响员工工作投入的过程中起完全中介作用。     

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。     

CPM领导行为模式对员工利他行为及工作投入的作用机制

通过对我国26个省市企事业单位员工的问卷调查,探讨了CPM领导行为模式对员工利他行为和工作投入的影响途径。采用潜变量路径分析的方法,对两个阶段的模型进行检验和比较,结果表明：（1）C因素和M因素通过信任上司的完全中介作用影响利他行为和工作投入,而P因素则通过信任上司的部分中介作用对它们产生影响。（2）信任上司通过情感承诺的完全中介作用影响工作投入,通过情感承诺的部分中介作用影响员工的利他行为。     

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.     

An examination of the mediating role of psychological empowerment on the relations between the job, interpersonal relationships, and work outcomes

A field investigation of 337 employees and their immediate superiors tested the mediating role of empowerment in relations between job characteristics, leader-member exchange (LMX), team-member exchange (TMX), and work outcomes. The meaning and competence dimensions of empowerment mediated the relation between job characteristics and work satisfaction. The meaning dimension also mediated the relation between job characteristics and organizational commitment. Contrary to prediction, empowerment did not mediate relations between LMX, TMX, and the outcome variables. Rather, LMX and TMX were directly related to organizational commitment. In addition, TMX was directly related to job performance. These findings suggest that work satisfaction is explained largely by job characteristics (through empowerment) but that LMX and TMX combine with job characteristics and empowerment to explain variation in organizational commitment and job performance.     

Discriminant validity and interaction between perceived organizational support and perceptions of organizational politics: A temporal analysis

We used two‐wave panel data based on a sample of 137 employees from a small Korean manufacturing company to examine first the discriminant validity of, and then the interaction between perceived organizational support (POS) and perceptions of organizational politics (POP). We focused on the relationships between POS, POP, and three employee work‐related outcomes, affective organizational commitment, intention to stay, and individually oriented organizational citizenship behaviour (OCBI). Confirmatory factor analysis revealed that POS and POP were distinct constructs. Moreover, time‐lagged LISREL estimates showed that POS and POP were differentially related to the three outcomes in a theoretically predictable way. POP did not moderate the relationship between POS and either affective commitment or intention to stay. POS, however, significantly moderated the POP–OCBI relationship. The implications of the results for POS and POP theory and research are discussed.     

A time-lagged investigation of the mediating role of person–organization fit in the relationship between leader–member exchange and employee affective organizational commitment

This study provides a new perspective on the relationship between LMX and affective organizational commitment, treating person-organization fit (P-O fit) as an explanatory mechanism and identifying co-worker support and customer recognition as moderators of the first stage of this indirect relationship. Results of a three-wave time-lagged study of survey responses obtained from 137 employees working in the retail service sector over a three-year period were consistent with the proposed model. Multiple regression and moderated mediation analyses revealed that LMX indirectly and positively predicted affective organizational commitment through its positive relationship with P–O fit, suggesting that LMX provides a means by which supervisors are able to instill organizational values in employees and/or signal the degree to which their values match those of the organization. Moreover, co-worker support and customer recognition each moderated the first stage of this indirect relationship, such that the relationship between LMX and P–O fit and, in turn, its indirect relationship with affective organizational commitment is stronger as support from co-workers or customer recognition is lacking. At high levels of co-worker support and customer recognition, LMX exhibits no significant relationship with P–O fit. Together, these results provide new explanations for how and under which conditions LMX might influence employee commitment, suggesting that LMX is particularly salient when employees are lacking other sources of relational support or recognition and that high-quality relations with co-workers and/or customers may serve to compensate for low LMX quality in shaping P–O fit and affective organizational commitment.     

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.     

Support from the top: supervisors' perceived organizational support as a moderator of leader-member exchange to satisfaction and performance relationships

The authors hypothesized that supervisors' perceived organizational support (POS) would moderate the relationships between leader-member exchange (LMX), job satisfaction, and job performance. On the basis of social exchange theory, supervisors' exchanges with the organization and subordinates should be interconnected. The authors expected that supervisors with high POS would have more resources to exchange with subordinates. Thus, supervisor POS should enhance the relationships between LMX and job satisfaction and LMX and job performance for subordinates. Hierarchical linear modeling analysis provided support for the hypotheses in a sample of 210 subordinates and 38 supervisors of a grocery store chain. The positive relationship between LMX and job satisfaction was stronger when supervisors had high POS. Moreover, LMX was related to performance only when supervisors had high POS.     

Favoriser le développement professionnel avec le feedback : les engagements affectif et calculé envers l’objectif comme modérateurs de la relation intention–comportement

The purpose of this study is to investigate the moderating role of affective and continuance goal commitment in the relationship between motivational intention to act on feedback and behavioural integration of feedback. In an individual psychological assessment context, 74 candidates who received feedback were recruited. Moderation analyses using hierarchical multiple regressions showed that affective and continuance goal commitments moderate the relationship between motivational intention to act on feedback and behavioural changes, three months later. This relationship is significant and positive only when the level of affective or continuance goal commitment is low. The relationship between motivational intention to change and engagement in developmental activities is not moderated by goal commitment.     

Attachment to God,religious tradition,and firm attributes in workplace commitment

Research on organizational commitment suggests there is an association between American theists’ emotional attachment to God and their emotional commitment to the workplace. A sense of divine calling has been shown to partially mediate this association but, beyond that, little is known. The purpose of this study is to shed further light on the relationship between secure attachment to God and affective organizational commitment. I do so by testing whether the employee’s religious tradition is associated with affective organizational commitment and whether the employee’s firm attributes moderate the relationship between attachment to God and organizational commitment. Results suggest that: 1) Catholics evince higher levels of organizational commitment than Evangelicals, and 2) firm size significantly moderates the relationship between attachment to God and organizational commitment across religious affiliations.