An actor–partner interdependence model of employees’ and coworkers’ innovative behavior,psychological detachment,and strain reactions

In an extension of the existing paradigm on the benefits of innovative behavior for organizations, this study addresses the negative effects of innovative behavior. Guided by psychological detachment theory, we propose that both displaying innovative behavior and witnessing others’ innovative behavior make it difficult for workers to psychologically distance themselves from innovation matters, engendering strain reactions (e.g., sleep problems, hostility). Those with more proactive personalities may be more likely to experience these detachment difficulty problems after displaying or witnessing innovative behavior. To test these premises, we conducted two studies. In the pilot study (N = 104 employee–coworker dyads), we gathered both quantitative and qualitative data to show that innovative behavior predicts detachment difficulty above and beyond other job behaviors. In the main study, we collected data from 257 employee–coworker dyads over 5 weeks and analyzed them with an actor–partner interdependence model. The results are generally supportive, suggesting that further investigation of the unintended consequences of innovative behavior is warranted.     

Can a Supportive Workplace Impact Employee Resilience in a High Pressure Performance Environment? An Investigation of the Chinese Banking Industry

Resilience is one of the positive emotions that will enhance employees’ ability to cope in adverse conditions, such as work intensification, organisational change, and work stress. Despite growing research interest in the employee resilience area, there is limited knowledge of the process through which critical social support at workplaces, such as supportive leadership and co-worker support, affects employees’ ability to cope in challenging situations. This study, underpinned by the theory of conservation of resources and social cognitive theory, examines the role of supportive leadership and co-worker support in employee resilience, and how this may be moderated by work pressures in the context of the Chinese banking industry. Using a sample of 2,025 Chinese banking workers, we tested four hypotheses. Our findings demonstrate that supportive leadership and co-worker support are positively associated with employee resilience. High work pressure moderates the relationship between both supportive leadership and co-worker support and employee resilience, such that the relationship between these conditions is stronger when perceived performance pressure is high. Our study raises important implications for both the theoretical development of employee resilience and for management practices with respect to fostering employee resilience in organisations.     

许丹和万慧法师的印度之行

<正>二十世纪上半叶中印文化交流中,1924年泰戈尔访华是个分水岭,之前去往印度的人非常之少。许丹(许季上)和万慧法师是这少数人中的翘楚。薛克翘先生在《中国印度文化交流史》一书中提到,1928年之前去过印度的中国人有曾圣提与许季上两人。许季上作为学者是1919年去的印度。许季上作为鲁迅在书信中经常提及的人物,其印度之行值得关注。需要补充的是,许季上去印度的时间不是1919年,而是1920年。他对当时政府出具的出国呈文及与国内朋友的书信署名都为"许丹"。1920年第7卷第12期的《教育公报》上,刊登     

中国情境下的关系自我和群体自我区分研究

通过两个研究探索中国情境下关系自我和群体自我的区分。研究一通过问卷调查发现在外显层面被试的关系自我和群体自我是独立的结构;女性被试的关系自我水平要高于群体自我。研究二通过单靶内隐联想测验(Single Target Implicit Association Test,ST-IAT)发现在内隐层面,相对于群体自我,中国情境下的被试具更倾向从人际关系角度定义自我。同时,研究二也发现外显关系自我和内隐关系自我二者是独立的结构;外显群体自我和内隐群体自我二者是独立的结构。最后,文章讨论了研究对自我建构领域的贡献。     

大学生知识价值观的实证研究

该研究从理论上界定了知识价值观及其基本成分(即知识价值目标、知识价值评价和知识价值手段)。运用设计的《大学生知识价值观调查表》,对2043名大学生进行了调查。结果显示,大学生在知识价值目标、知识价值评价和知识价值手段三方面都呈现出年级、性别和专业的差异。     

初级军官心理选拔的预测性

目的：通过建立院校学员胜任特征及初级军官评价模型,探讨初级军官心理选拔检测系统的预测性。方法：某军校340名男性本科学员入校时完成初级军官心理选拔检测,毕业前进行院校胜任特征评价,对162名学员毕业后1~5年进行部队工作表现追踪评价。结果：中国MBTI-G人格类型测验对院校学员管理能力、影响力、约束力、口头表达、军人气质、人际关系等有较好的预测性,预测符合率72.13%;中国军人明尼苏达个性调查表6项精神障碍维度对情绪稳定性有较好的预测,预测符合率71.90%;院校学员一般能力倾向测验对学业成绩、文字表达、口头表达、人际关系和决策能力等胜任特征也有一定的预测性,预测符合率66.70%;三项测验院校胜任特征总预测符合率达81.70%,部队胜任特征总预测符合率76~87%。结论：为我军初级军官心理选拔提供了实用工具,为提高心理选拔预测准确性提供了科学依据     

领导-部属交换的多维结构及对工作绩效和情境绩效的影响

通过两项研究,对领导-部属交换的结构及其对员工的工作绩效和情境绩效进行了探讨。采用探索性因素分析、验证性因素分析、分层回归分析等方法对来自不同企业的员工及其主管的问卷调查结果进行了分析。 结果表明,领导-部属交换是一个多维度的结构,由情感、忠诚、贡献和专业尊敬四个维度组成。单维度的领导-部属交换和多维度的领导-部属交换都对员工的工作绩效和情境绩效具有预测作用,但多维度领导-部属交换的预测作用更强。