The Career Satisfaction Scale: Response bias among men and women

Recent studies demonstrate an increasing emphasis on subjective career success. This construct is typically measured using self-report scales, with the most used instrument being the Career Satisfaction Scale of Greenhaus, Parasuraman, and Wormley [Greenhaus, J. H., Parasuraman, S., & Wormley, W. M. (1990). Effects of race on organizational experiences, job performance evaluations, and career outcomes. Academy of Management Journal, 33, 64–86]. As career success is often studied in relation to gender, one may wonder whether men and women rate subjective career success, as measured by the Career Satisfaction Scale (Greenhaus et al., 1990), in the same manner—which is an important requirement when interpreting sex differences. Therefore, this study provides a rigorous evaluation of the Career Satisfaction Scale (Greenhaus et al., 1990) in terms of measurement invariance. The results show that gender invariance of the Career Satisfaction Scale (Greenhaus et al., 1990) does not hold. Implications of these findings in terms of optimal measurement of the subjective career success construct are spelled out.     

Perceived deep-level dissimilarity: Personality antecedents and impact on overall job attitude, helping, work withdrawal, and turnover

The current research extends three research areas in relational demography: considering deep-level dissimilarity in theory building, assessing dissimilarity perceptions directly in theory testing, and examining the antecedents of dissimilarity perceptions. The results, based on two field studies using diverse samples, demonstrate the effects of enduring personality traits of Extraversion and Agreeableness on an individual’s perceived deep-level dissimilarity to coworkers in the workgroup, and the effects of perceived deep-level dissimilarity beyond the effects of actual dissimilarity and perceived surface-level dissimilarity on critical work outcomes, including the individual’s overall job attitude, and behaviors of helping, work withdrawal, and actual voluntary turnover.     

企业员工薪酬公平感实证分析

在预研究的基础上,自编《企业员工薪酬公平感问卷》并对810名企业员工施测。用探索性因素分析、验证性因素分析、多元逐步回归分析等统计方法探讨了员工薪酬公平感的结构维度及其与工作绩效、组织承诺的关系。研究表明,我国企业员工薪龇公平感是由分配结果公平感、程序执行公平感、领导评价公平感和信息提供公平感等四维度构成。领导评价公平感对工作绩效有显著预测作用;程序说明公平感、领导评价公平感和信息提供公平感对情感承诺具有显著预测作用。     

组织认同问卷（OIQ）在教师样本中的修订

在两个教师群体样本中,对Cheney编制的组织认同问卷（OIQ）进行修订。对338名中小学教师施测结果的探索性因素分析表明,教师组织认同为单因素结构模型;对256名高校教师施测结果的验证性因素分析支持了单因素模型的观点。在两个样本中,教师组织认同问卷的内部一致性系数均为0.92;教师组织认同问卷的内容效度和效标效度良好。     

Age effects on the employability-career success relationship

This study investigated the similarity of the factor structure for self-reported versus supervisor-rated employability for two age groups of workers, and then validated a career success enhancing model of employability across the two age groups. The results confirmed a two-factor model including self-reported and supervisor-rated employability as underlying factors. Moreover, Multi-Group Structural Equation Modeling (SEM) indicated that for the youngsters both self- and supervisor ratings of employability related significantly to objective career success outcomes. However, for the over-forties self-rated employability related positively to promotions throughout the career, while the supervisor ratings related negatively to overall promotions. The findings have important implications for performance appraisal practices aimed at increasing life-long employability and career success.     

Launching the post-college career: A study of mentoring antecedents

Drawing upon role-making theory, this study examines which new job market entrants, following college graduation, find informal mentors and how much mentoring they receive from these mentors using a predictive design. Our results suggest that individuals lower in negative affectivity and higher in cognitive ability as well as women, individuals who have previously had a mentor, and those who go to work for organizations with developmental climates are more likely to find informal mentors. In contrast, individuals higher in learning goal orientation and mentoring instrumentality receive more mentoring once a mentoring relationship has been established.     

主管认知信任和情感信任对员工行为及绩效的影响

采用问卷调查法,检验主管认知信任与情感信任对员工行为及绩效影响的双路径模型。通过结构方程模型分析563份上下级配对数据,结果显示：主管认知信任通过注意聚焦的完全中介作用正向影响员工的任务绩效和组织公民行为。主管情感信任则通过情感承诺的部分中介作用正向影响员工的任务绩效和组织公民行为,即一方面直接影响员工的任务绩效和个体指向公民行为,另一方面通过情感承诺间接影响员工的任务绩效和组织公民行为。并且,主管情感信任对员工行为和绩效的影响作用要大于认知信任的作     

心理资本对员工的工作绩效、组织承诺及组织公民行为的影响

通过对198对直接领导和员工的实证研究,探讨了心理资本及希望、乐观和坚韧性三种积极心理状态与员工的工作绩效、组织承诺和组织公民行为之间的关系。结果表明：在控制了性别和年龄两个人口统计学变量的效应后,员工的希望、乐观和坚韧性三种积极心理状态,都对他们的工作绩效、组织承诺和组织公民行为有积极影响;员工的希望、乐观和坚韧性三者合并而成的心理资本,对他们的工作绩效、组织承诺和组织公民行为有积极影响     

Employability during unemployment: Adaptability, career identity and human and social capital

Recently, Fugate et al. [Fugate, M., Kinicki, A. J., & Ashforth, B. E. (2004). Employability: A psycho-social construct, its dimensions, and applications. Journal of Vocational Behavior, 65(1), 14] defined employability as a psycho-social construct comprised of three dimensions: (i) adaptability; (ii) career identity; and (iii) human and social capital. The aim of the current paper was to empirically test Fugate et al.’s model in a sample of 416 unemployed Australians (n = 126 for longitudinal sample). Specifically, this research explored employability in relation to three aspects of unemployment: (1) self-esteem during unemployment; (2) job search during unemployment; and (3) re-employment (at a 6-month follow-up). Overall, the results of this longitudinal study provide broad support for the psycho-social construct of employability and demonstrate its applicability to the unemployment context.     

Action regulation theory and career self-management

Much of the responsibility for managing careers is shifting from employers to adaptive and proactive employees. A career management intervention based on action regulation theory trained 205 white collar employees to engage actively in their own career building by increasing their self-knowledge, career goal commitment, and career plan quality. As hypothesized, these three variables were positively related to subsequent career self-management behaviors, which led both directly and indirectly to career satisfaction almost 10 months after the intervention. Self-management career interventions based within an employing organization appear feasible.