高级职业经理人的职业枯竭状况及其与工作压力的关系

本研究使用问卷法,对1555名高级职业经理人的职业枯竭状况进行了分析,考察了各种人口统计学变量之间的差异,并探讨了职业枯竭的各维度与工作压力的关系。结果发现:高级职业经理人的职业枯竭水平在性别、年龄、学历、婚姻状况、职位等人口统计学变量上存在着显著差异;各工作压力源中,除人际关系外,可分别预测职业枯竭的三个维度,其中对于耗竭维度的预测度最高。     

Preferences for Job Attributes Associated with Work and Family: A Longitudinal Study of Career Outcomes

We examined the relationship between family responsibilities, job attribute preferences, and career-related outcomes (salary, management level, job satisfaction) in a longitudinal study of 171 women and men students in the same MBA program. Findings indicated that preferences for high salary and good advancement opportunities assessed when students entered the MBA program predicted satisfaction with their salary and advancement outcomes 3 years later. Preferences did not predict actual salary or management level outcomes, however. Together, these findings suggested that individuals may adjust their feelings of satisfaction to reduce dissonance created by their inability to attain higher salaries or a higher management rank. Perhaps because these individuals were in the early stage of their management careers, we found no significant associations between family responsibilities and career-related outcomes. An earlier version of this paper was presented as part of the symposium, “You can't have all of it all of the time: Moderators of the relationship between family and career,” at the Academy of Management in New Orleans, LA, August 2004.     

工作绩效的结构及其与评定者的关系

该研究旨在建立党政领导干部评定同事工作绩效量表,并探讨评定者与被评定者关系对绩效评定的影响。532名干部对同事工作绩效的评定,经因素分析得到了由46个项目、七个因素、三个维度构成的评定同事工作绩效量表。378名干部对即将得到提升的某个下属工作绩效的评定得到了与评定同事时相似的绩效结构。研究中还发现对即将提升的下属的工作绩效评定中,“德”的比例显著高于对一般下属的评定。文中还讨论了评定者与被评定者之间的关系对工作绩效评定的影响机制,以及绩效评定实践中应注意的问题。     

Clergy Role Stress and Satisfaction: Role Ambiguity Isn’t Always Bad

This study examined relationships between role conflict and role ambiguity and clergy satisfaction with their church appointment. Questionnaire data obtained from 293 United Methodist clergy suggested that role conflict and role ambiguity each have a negative relationship with appointment satisfaction. However, when considered together, they displayed a more complex relationship with appointment satisfaction. Contrary to conventional wisdom, results indicated that although these stressors operate together to influence appointment satisfaction, their combined effect is not simply cumulative. That is, when role conflict is low, clergy report the most satisfaction when role ambiguity is high. However, when role conflict and role ambiguity are both high, appointment satisfaction is low. These findings are interpreted in light of clergy influence strategies. And, recommendations for remedying clergy role stress are offered. Furthermore, it is suggested that interactive models of role stressors could lead to more in-depth understanding of organizational stress as well as advances in role stress theory.     

电信员工职业承诺因素结构的研究

本文在访谈、问卷调查的基础上,采用因素分析、回归分析等方法对电信业员工职业承诺的因素结构及其相关变量、人口统计学变量进行了深入研究。结果表明,电信业员工的职业承诺包括情感承诺、继承承诺、规范承诺、理想承诺四个维度。修订后的量表具有良好的信效度,职业承诺与相关变量间相关显著。     

基层党政领导干部的行为风格与自我和谐及工作绩效的关系

通过深度访谈和问卷探讨了基层党政领导干部的行为风格类型及其与自我和谐及工作绩效的关系。结果表明,党政领导干部的行为可以区分为主动自信、上恭下倨和宽上容下等三种稳定的类型,其中主动自信不仅有利于个体保持较高的内心和谐,而且有利于个体工作绩效的提高,而上恭下倨则与主动自信相反,宽上容下则既有有利于工作绩效和自我和谐的一面,又有不利于绩效和自我和谐的一面。对行为类型的年龄、级别和学历差异以及党政领导干部理想的行为风格也进行了讨论。     

The influence of political climate on job pursuit intentions and the moderating effect of Machiavellianism

Job seekers now have access to a number of internet resources (e.g., social media, chat rooms, and message boards) that provide information about potential employers. These resources provide potential job applicants with extensive amounts of third‐party information about organizations, including information about the extent to which a particular organization's climate can be characterized as being political. Unfortunately, owing to a dearth of research on this topic, it is unclear to what extent such information about an organization's political climate might affect the recruiting process. Therefore, drawing from the Attraction‐Selection‐Attrition model, we considered the extent to which potential job applicants are less (more) likely to pursue jobs in organizations that are perceived as more (less) political. We further identified Machiavellianism as a potential moderator of this relationship, given that this trait reflects the extent to which an individual would “fit” into a highly political work environment. Across three studies, our findings provide evidence that job applicants report being less likely to pursue jobs in organizations characterized by high levels of workplace politics. The results further indicated that Machiavellianism attenuates this negative effect. In light of our findings, we discuss implications for how information that is not controlled by the organization (e.g., information provided by social media or other internet‐based sources) affects job pursuit intentions and the organization's applicant pool.     

A component analysis of job interview training for young adults with autism spectrum disorder

The job interview is a vital component to acquire employment. Individuals with autism spectrum disorder may experience difficulties with job interviews due to notable deficits in social and communication skills. We evaluated the relative impact of several components of a job interview training package on six participants' responses to commonly asked interview questions. We used a multiple baseline design across participants to present the following components: written instructions, rehearsal and video self‐feedback with a commercially available training program, and verbal feedback delivered by the experimenter. Results demonstrated that all participants required an additional behavioral skills training session to meet our mastery criterion. However, once training was complete, all participants showed generalized performance when the interview questions were presented in a varied format and by a novel interviewer outside of the training environment. In addition, their performance was maintained at follow‐up.     

Employee adaptive performance and job satisfaction during organizational crisis: the role of self-leadership

This study tests the hypothesis that self-leadership is positively related with employee adaptive performance and job satisfaction in rapid change and unpredictable work environments. This assumption was tested through a quasi-experimental study regarding the implementation of a self-leadership training programme in the Private Banking department of an international bank. Change in private bankers’ self-leadership, adaptive performance and job satisfaction was measured three times, over a period of 8 months. During the fourth month of the training programme implementation, the bank underwent an unexpected bailout. Fifty-two private bankers were randomly assigned to an experimental group (n = 28) and to a control group (n = 24). The results showed an increase in self-leadership, adaptive performance and job satisfaction for the experimental group, while job satisfaction decreased for participants in the control group. Our findings suggest that change in the level of self-leadership is positively related with change in the level of adaptive performance and job satisfaction over time. This study presents new evidence that individual adaptive performance and job satisfaction can be enhanced through self-leadership training. Self-leadership training can be used as a valuable tool to help organizations improve employees’ adaptive performance and job satisfaction, especially during organizational crisis.     

Supervisors’ relational transparency moderates effects among employees’ illegitimate tasks and job dissatisfaction: a four-wave panel study

Despite repeated calls for the inclusion of leadership in research on illegitimate tasks, little is known about what supervisors can actually do to mitigate negative effects of illegitimate tasks. We propose transparent leadership behavior as an effective means that buffers detrimental effects of illegitimate tasks. We further propose reciprocal effects between illegitimate tasks and job dissatisfaction. Based on a short panel study with four surveys across four consecutive weeks, data of 347 employees were analyzed using multiple group structural equation models. For the two facets of illegitimate tasks, results were more consistent for unnecessary than for unreasonable tasks. We found main and moderating effects in both the normal causal and the reversed causal direction for unnecessary tasks, with more consistent main effects in the reversed direction and stronger moderating effects in the normal direction: Job dissatisfaction rather led to unnecessary tasks than vice versa; while high transparency particularly buffered the effects of unnecessary tasks on job dissatisfaction. Thus, by means of transparent leadership behavior, supervisors are able to effectively intervene in the vicious circle between illegitimate tasks and employees’ job dissatisfaction and thereby benefit working conditions for leaders and followers alike.