Perception de justice organisationnelle et comportements de citoyenneté organisationnelle chez les salariés du secteur public gabonais

Numerous studies carried out in northern countries have shown a positive link between organizational justice and organizational citizenship behaviours. There are no data from the countries of the South. The purpose of this article is to remedy this. Our hypothesis is that employees’ citizenship behaviours depend on how they perceive organizational justice. 160 men and women, executives and subordinates in a Gabonese public company, answered a questionnaire of 39 items: items of the organizational justice scale of Colquitt (2001) and items of the organizational citizenship scale of Charbonnier, Silva, and Roussel (2007). It is observed that different forms of justice influence organizational citizenship behaviours.     

Dynamics of psychological contracts with work engagement and turnover intention: The influence of organizational tenure

This study investigated the interrelations of the psychological contract with work engagement and turnover intention, which has hitherto been a largely overlooked topic in psychological contract research. Although previous research has mainly focused on how psychological contracts influence job attitudes and behaviours, it is proposed here that attitudes and behaviours also affect the psychological contract that the employee has with the organization. Moreover, it is proposed that because reciprocity norms are more important among shortly tenured employees, mutual relationships between psychological contracts and work engagement and turnover intention were stronger for employees with lower organizational tenure. Longitudinal data were collected among 240 employees and proposed models were evaluated with structural equation modelling. The results show that indeed psychological contract fulfilment was longitudinally related to higher work engagement and lower turnover intentions, but only for employees with low tenure. Moreover, stability in work engagement, turnover intention, and psychological contract over time was higher for those with high tenure, whereas the relations between turnover intention and the psychological contract were stronger for those with low organizational tenure. These findings demonstrate that psychological contracts are reciprocally interrelated with work outcomes, and that such relations are stronger for those with low tenure.     

If You Are Going to Pay Within the Next 24 Hours,Press 1: Automatic Planning Prompt Reduces Credit Card Delinquency

People often form intentions but fail to follow through on them. Mounting evidence suggests that such intention‐action gaps can be narrowed with prompts to make concrete plans about when, where, and how to act to achieve the intention. In this paper, we pushed the notion of plan‐concreteness to test the efficacy of a prompt under a minimalist automated calling setting, where respondents were only prompted to indicate a narrower duration within which they intent to act. In a field experiment, this planning prompt significantly helped people to pay their past dues and get out of debt delinquency. These results suggest that minimalist automatic planning prompts are a scalable, cost‐effective intervention.     

Delivering Acceptance and Commitment Therapy for Weight Self-Stigma Through Guided Self-Help: Results From an Open Pilot Trial

Weight self-stigma is a promising target for innovative interventions seeking to improve outcomes among overweight/obese individuals. Preliminary research suggests acceptance and commitment therapy (ACT) may be an effective approach for reducing weight self-stigma, but a guided self-help version of this intervention may improve broad dissemination. This pilot open trial sought to evaluate the potential acceptability and efficacy of a guided self-help ACT intervention, included coaching and a self-help book, with a sample of 13 overweight/obese individuals high in weight self-stigma. Results indicated a high degree of program engagement (77% completed the intervention) and satisfaction. Participants improved on outcomes over time including weight self-stigma, emotional eating, weight management behaviors, health-related quality of life, and depression. Although not a directly targeted outcome, participants improved on objectively measured weight, with an average of 4.18 pounds lost over 7 weeks, but did not improve on self-reported weight at 3-month follow-up. Processes of change improved over time, including psychological inflexibility, valued action and reasons to lose weight. Coaching effects indicated greater retention and improvements over time with one coach vs. the other, suggesting characteristics of coaching can affect outcomes. Overall, these results provide preliminary support for the acceptability and efficacy of a guided self-help ACT program for weight self-stigma. Implications of these results and how to address clinical challenges with guided self-help are discussed.     

The future of workplace commitment: key questions and directions

This position paper presents the state-of-the art of the field of workplace commitment. Yet, for workplace commitment to stay relevant, it is necessary to look beyond current practice and to extrapolate trends to envision what will be needed in future research. Therefore, the aim of this paper is twofold, first, to consolidate our current understanding of workplace commitment in contemporary work settings and, second, to look into the future by identifying and discussing avenues for future research. Representative of the changing nature of work, we explicitly conceptualize workplace commitment in reference to (A) “Temporary work”, and (B) “Cross-boundary work”. Progressing from these two themes, conceptual, theoretical and methodological advances of the field are discussed. The result is the identification of 10 key paths of research to pursues, a shared agenda for the most promising and needed directions for future research and recommendations for how these will translate into practice.     

The impact of Social Dominance Orientation and Right-Wing Authoritarianism on the relation between Person–Organization fit with commitment, satisfaction, and turnover intentions

This research examined whether Person–Organization fit would mediate the relationships of Social Dominance Orientation and Right-Wing Authoritarianism with the outcome variables of turnover intentions, satisfaction, and commitment. The study was conducted with a military sample and found that both Social Dominance Orientation and Right-Wing Authoritarianism predict greater satisfaction, continuance and normative commitment and that these relationships were mediated by perceived Person–Organization fit. Furthermore, this relation was moderated by the interaction between Social Dominance Orientation and Right-Wing Authoritarianism such that lower scores on Social Dominance Orientation increased the relation between Right-Wing Authoritarianism and P–O fit while higher scores on Social Dominance Orientation lowered that relation.     

Seeing the “forest” or the “trees” of organizational justice: Effects of temporal perspective on employee concerns about unfair treatment at work

What events do employees recall or anticipate when they think of past or future unfair treatment at work? We propose that an employee’s temporal perspective can change the salience of different types of injustice through its effect on cognitions about employment. Study 1 used a survey in which employee temporal focus was measured as an individual difference. Whereas greater levels of future focus related positively to concerns about distributive injustice, greater levels of present focus related positively to concerns about interactional injustice. In Study 2, an experimental design focused employee attention on timeframes that differed in temporal orientation and temporal distance. Whereas distributive injustice was more salient when future (versus past) orientation was induced, interactional injustice was more salient when past orientation was induced and at less temporal distance. Study 3 showed that the mechanism underlying the effect of employee temporal perspective is abstract versus concrete cognitions about employment.     

Linking calling orientations to organizational attachment via organizational instrumentality

Despite an emerging interest in callings, researchers know little about whether calling orientations matter in the workplace. We explore the under-examined relationship between a calling orientation and employees’ attachment to their organizations. Although some theory suggests that callings may be negatively related to organizational attachment, we use theories of role investment and identification convergence to predict that a calling orientation is positively associated with organizational identification and negatively associated with turnover intention. Further, drawing on goal facilitation theory, we suggest that organizational instrumentality—the perception that the organization is instrumental to goal fulfillment—mediates the relationships between a calling orientation and both forms of organizational attachment. Finally, we predict that a security-oriented organizational culture will enhance attachment among those with low levels of calling orientation. In a sample of health care professionals, we find general support for our hypotheses.     

关于组织支持感的研究评述

本文从组织支持感产生的理论背景出发,简要介绍了国内外关于组织支持感的研究,主要包括组织支持感研究的理论基础、组织支持感的概念和测量工具、组织支持感的其前因变量和结果变量等方面,并指出了组织支持感理论在现代组织中的应用价值和意义,以及目前存在的问题和对今后研究的展望。     

The relationship between career growth and organizational commitment

This research examines the relationship between employees' career growth and organizational commitment. Career growth was conceptualized by four factors: career goal progress, professional ability development, promotion speed and remuneration growth, while organizational commitment was conceptualized using Meyer and Allen's (1997) three component model. Survey data, collected from 961 employees in 10 cities in the People's Republic of China, showed that the four dimensions of career growth were positively related to affective commitment, and that three of the facets were positively related to continuance and normative commitment. Only three of eighteen two-way interactions among the career growth factors affected organizational commitment, suggesting that the career growth factors influence commitment in an additive rather than a multiplicative manner.Results focus on how career growth can be used to manage organizational commitment.