The relationship between perceived organizational support and proactive behaviour directed towards the organization

Numerous studies have shown that perceived organizational support has positive consequences on both employees and organizations. However, no study has examined the causal relationship between perceived organizational support and proactive behaviour directed towards the organization and few studies have identified potential mechanisms underlying this relationship. We first investigated the direction of causality between perceived organizational support and proactive behaviour, and hypothesized that perceived organizational support leads to proactive behaviour directed towards the organization. Second, based on social exchange and motivational perspectives, we examined two potential mechanisms underlying this relationship, i.e., felt obligation and work engagement. Employees from a Belgian Federal Public Service were invited to take part in a three-wave longitudinal survey. Using a cross-lagged panel design, our results (N = 1963) revealed that Time 2 perceived organizational support was positively related to Time 3 proactive behaviour towards the organization, whereas the reverse was not true. Additionally, our results (N = 1293) showed that Time 2 felt obligation and Time 2 work engagement mediated the positive relationship between Time 1 perceived organizational support and Time 3 proactive behaviour directed towards the organization.     

The impact of surface acting on coworker-directed voluntary workplace behaviours

The effects of emotional labour, that is, managing one’s emotions for work, not only predict a range of intrapersonal and organizational outcomes but can also spillover to affect non-work relationships. Despite this, relatively little is known about whether the performance of surface acting affects behaviours towards more proximal organizational members, how this occurs, and the role of supportive relationships in influencing this relationship. In this article, we examine the relationships between surface acting, state positive and negative affect, and co-worker support on co-worker-directed interpersonal behaviours in the workplace. Survey data collected at multiple time points suggest a moderated mediation model, in which surface acting interacts with co-worker support to influence employees’ voluntary behaviours through state affect. Specifically, our findings suggest that surface acting increases subsequent engagement in deviance behaviours by increasing the experience of negative affective states, especially when co-worker support is low. Surface acting also decreases the subsequent engagement of organizational citizenship behaviour through decreasing the experience of positive affective states. We conclude with a discussion of how surface acting can consequently lead to negative spirals in the organization and the implications of this for practice.     

Social and emotional self‐efficacy at work

Research has shown that self‐efficacy is often one of the most important personal resources in the work context. However, because this research has focused on cognitive and task‐oriented self‐efficacy, little is known about social and emotional dimensions of self‐efficacy at work. The main aim of the present study was to investigate social and emotional self‐efficacy dimensions at work and to compare them to a cognitive and task‐oriented dimension. Scales to measure social and emotional self‐efficacy at work were developed and validated and found to be well differentiated from the cognitive task‐oriented occupational self‐efficacy scale. Confirmatory factor analyses of data from 226 Swedish and 591 German employees resulted in four separate but correlated self‐efficacy dimensions: (1) occupational; (2) social; (3) self‐oriented emotional; and (4) other‐oriented emotional. Social self‐efficacy explained additional variance in team climate and emotional self‐efficacy in emotional irritation and emotional exhaustion, over and above effects of occupational self‐efficacy. Men reported higher occupational self‐efficacy, whereas social and emotional self‐efficacy revealed no clear gender differences. The scales have strong psychometric properties in both Swedish and German language versions. The positive association between social self‐efficacy and team climate, and the negative relationships between self‐oriented emotional self‐efficacy and emotional irritation and emotional exhaustion may provide promising tools for practical applications in work settings such as team‐building, staff development, recruitment or other training programs aiming for work place health promotion. The next step will be to study how social and emotional self‐efficacy relate to leadership, well‐being and health over time.     

Alignment and Misalignment in Personal and Organizational Spiritual Identities

This article reports on an Australian empirical study that aimed to explore how managers and professionals experience spirituality in the workplace. The rationale for the study lay in the paucity of empirical studies on workplace spirituality in Australia, as compared with the burgeoning literature published in the United States (Bell, Rajendran, & Theiler, 2012, p. 68). Through an inductive and interpretive approach, the analysis gave rise to a grounded theory concerned with personal and organizational spiritual identity. Organizational spiritual identity was communicated through values, practices, discourse, nonverbal artifacts, written documents, policies, and contributions to charities, for example. When personal and organizational spiritual identities were misaligned, the potential for conflict and dilemmas with damaging consequences for employees and organizations intensified.     

绩效考核满意度对工作退缩行为的影响:有调节的中介效应

绩效考核满意度对员工工作行为的影响和作用机制一直是组织行为领域研究的重点。本研究采用《绩效考核满意度量表》、《在职行为量表》等研究工具,抽取419名在职员工,考察绩效考核满意度与工作退缩行为之间的关系以及组织公平感、道德型领导在其二者关系上的作用机制。结果发现:(1)绩效考核满意度与工作退缩行为之间存在显著负相关。(2)道德型领导调节绩效考核满意度和组织公平感之间的关系。(3)道德型领导调节绩效考核满意度和工作退缩行为之间的关系。(4)道德型领导和绩效考核满意度的交互作用通过分配公平、程序公平影响工作退缩行为。     

Psychological capital as a team phenomenon: Mediating the relationship between learning climate and outcomes at the individual and team levels

Psychological capital is a positive psychological state that influences employees’ behaviors and attitudes. Research has only recently begun to examine the phenomenon as a shared psychological team state. The purpose of this research is to examine the mediating role of team psychological capital in the relationship between learning climate and outcomes at the individual and team levels. The findings, which were carried out among 82 school management teams, indicated a positive relationship between learning climate and the team’s psychological capital, and between the team’s psychological capital and the individual’s job satisfaction and the team’s organizational citizenship behavior (OCB). It was also found that team’s psychological capital mediates the relationship between the team’s learning climate and job satisfaction, and between learning mechanisms and the team’s OCB. The findings might encourage research into psychological capital as a team phenomenon and encourage decision-makers to develop ways of reinforcing psychological capital among teams.     

贮备格栅技术：一种对企业组织有价值的工具

角色建构贮备格栅技术是由乔治凯利在 1 95 5年首创的 ,能有效地应用于企业组织中。本文先讨论个人建构心理学的一些有关的主要概念 ;然后 ,对格栅的实质及其分析作了阐述 ,包括它们在心理测量方面的一些特点。对员工选择 /职业指导的文章 ,包括那些有关工作分析、工作各方面的意义和处理工作问题的那些文章作了介绍。     

Stochastic pairwise comparative judgements and direct ratings of alternatives in the REMBRANDT system

The REMBRANDT system for multicriteria decision analysis consists of both the multiplicative variant of the AHP (which employs a method of pairwise comparative judgements by a decision maker to arrive at final impact scores for the alternatives under consideration) and SMART, the simple multiattribute rating technique (which utilizes direct rating of alternatives to achieve final impact scores). This paper examines the effect of imprecision or uncertainty in the decision maker's pairwise judgements or ratings of alternatives by expressing each pairwise judgement or rating as a probability distribution, and the structure of REMBRANDT's component models is exploited to derive interval judgements or interval ratings of the alternatives’ final impact scores. These interval judgements or interval ratings can be used to determine the probability of rank reversal amongst alternatives, i.e. to assess the stability of the final impact score vector. © 1998 John Wiley & Sons, Ltd.     

Abusive supervision,leader-member exchange,and moral disengagement: A moderated-mediation model of organizational deviance

This paper draws from social exchange theory and social cognitive theory to explore moral disengagement as a potential mediator of the relationship between abusive supervision and organizational deviance. We also explore the moderating effect of leader-member exchange (LMX) on this mediated relationship. Results indicate that employees with abusive supervisors engaged in moral disengagement strategies and subsequently in organizational deviance behaviors. Additionally, this relationship was stronger for those higher in LMX. Important implications for management research and practice are discussed.