教师教学自主性问卷的编制与修订

研究提出了中小学教师教学自主性的结构构想,并编制了教学自主性问卷。通过387名教师的初测和1222名教师的正式测试,对该问卷进行分析和修订,结果表明该问卷具有良好的项目区分度、信度和效度。根据验证性因素分析确立了教学自主性的七因素结构,包括自发性、目的性、责任性、独立性、胜任性、自省性和自控性。     

Supervisory mentoring and employee affective commitment and turnover: The critical role of contextual factors

Past research has largely ignored the role of contextual factors in the relationships between supervisory mentoring and individual and organizational outcomes. In order to fill this void, we investigate how job scope and career and development opportunities, two critical contextual factors, moderate the supervisory mentoring-affective commitment-turnover links. Integrating social exchange theory with insights from situational approaches to leadership, we hypothesized that (a) job scope would interact with supervisory mentoring in predicting affective commitment and (b) career and development opportunities would interact with affective commitment in predicting turnover such that the conditional effects of supervisory mentoring on turnover would be stronger at high levels of these contextual moderators. Results of a study conducted with a sample of 228 business alumni, using 15-month voluntary turnover as outcome, supported our predictions. We discuss the implications of these findings for mentoring research and practice.     

Increasing accurate preference assessment implementation through pyramidal training

Preference assessments directly evaluate items that may serve as reinforcers, and their implementation is an important skill for individuals who work with children. This study examined the effectiveness of pyramidal training on teachers' implementation of preference assessments. During Experiment 1, 3 special education teachers taught 6 trainees to conduct paired-choice, multiple-stimulus without replacement, and free-operant preference assessments. All trainees acquired skills necessary to implement preference assessments with 90% or greater accuracy during the training sessions and demonstrated generalization of skills to their classrooms or clinic. During Experiment 2, 5 teachers who served as trainees in Experiment 1 trained 18 preschool teachers. All preschool teachers met the mastery criterion following training. Training teachers to implement preference assessments may increase teachers' acceptance and use of behavior-analytic procedures in school settings.     

韦伯命题的合理性与中国企业伦理的建构

回答新教伦理与资本主义精神的内在生成关系的韦伯命题一直是人们讨论的热点,本文考量了韦伯命题关于伦理与现代化的关系和"精神转型"的合理性,寻求其在改变人们心智模式、重估企业伦理的作用力以及运用"精神转型"建构中国企业伦理的方法论启示。     

Exploring the Interactive Effect of Time Control and Justice Perception on Job Attitudes

ABSTRACT

We investigated the associations between supervisor-related time control and two-job attitudes, and the moderating effects of distributive justice on these associations. A total of 505 full-time employees in Hong Kong responded to a structured telephone survey. The results showed that time control and perceived distributive justice were positively related to both job satisfaction and organizational commitment. More importantly, the positive relationships between time control and the two job attitudes were stronger when perceived distributive justice was high rather than low. These findings contrast with the typical buffering effects of organizational justice, in which perceived justice attenuates the beneficial effects of positive stimuli. Theoretical and applied implications of these findings are discussed.     

Work ethic and organizational commitment as conditions of unethical pro‐organizational behavior: Do engaged workers break the ethical rules?

Unethical pro‐organizational behaviors (UPB) are actions that break rules or established standards, but are undertaken for the purposes of helping the organization or coworkers. Although research has already examined the role of work ethic and organizational commitment in shaping employee behaviors, little is known about the reason for and antecedents of employees undertaking UPB. In a sample of 425 working adults from multiple industries, we tested whether work ethic and organizational commitment dimensions predict the readiness to undertake UPB. The time‐lagged study showed that the work ethics dimension “hard work,” and normative and affective organizational commitment, are positive predictors of UPB. The ethics dimensions “morality/ethics,” “delay of gratification,” “centrality of work” and “anti‐leisure attitudes” are negative predictors of UPB.     

Discriminant validation of measures of organizations commitment,job involvement,and job satisfaction among Swedish army officers

The discriminant validity of measures of job involvement, job satisfaction and organizational commitment was tested with data from 467 army officers in Sweden. Confirmatory-factor analysis showed a close fit between the proposed three-factor model and the data. Further, six of eleven job and health correlates related differently to the three attitude vairables. The results indicate that job involvement, job satisfaction and organizational commitment represent three empirically distinct constructs. Implications for future research discussed.     

INCREASING CUSTOMER SERVICE BEHAVIORS USING MANAGER‐DELIVERED TASK CLARIFICATION AND SOCIAL PRAISE

This project assessed an intervention to improve employee customer service behaviors (correct greetings and closing behaviors). A combination of task clarification and manager‐delivered social praise resulted in increased correct greeting from 11.5% to 66% and correct closing from 8% to 70%. The effect was maintained at a 48‐week follow‐up for employees who were present during the initial study period, but not for more recently hired employees. The results suggest that task clarification combined with manager‐delivered social praise is an effective way to improve employee customer service behaviors.     

Antecedents and outcomes of unit cohesion and affective commitment to the Army

Group cohesion and affective commitment have shown to have critical relevance to military organizations in particular. The relationship between cohesion and affective commitment is established, and the two constructs share a number of common organizational antecedents and employee outcomes. The authors explored the relationship between cohesion and affective commitment in a model that incorporates antecedents (effectiveness of immediate leadership and procedural justice) and consequences (organizational citizenship behaviors [OCBs] and turnover intentions) common to both. Respondents (N = 714, 102 women, 612 men) were Canadian Army personnel. The models suggest that cohesion partially mediates the relationships between (a) perceptions of immediate leadership and affective commitment to the Army and (b) perceptions of unit procedural justice and affective commitment to the Army. Furthermore, affective commitment to the Army partially mediates the relationship between unit cohesion and turnover intentions but fully mediates the relationship between unit cohesion and OCBs. This model helps explain some common variance between unit cohesion and organizational affective commitment.     

Who benefits from independent careers? Employees,organizations, or both?

The traditional organizational career has been depicted as the classic example of how employers and employees can develop a mutually beneficial relationship; but changes in the competitive landscape and in individual work values have challenged its viability. Commentators have argued that a ‘new career’ deal, encapsulated by the notions of the protean and the boundaryless career, has emerged suggesting a shift in control of careers from organizations to individuals. Research has explored the implications for individuals' careers while largely neglecting consequences for organizations. Our paper seeks to remedy this by exploring both the individual and the organizational outcomes of independent career orientations and the extent to which organizations can manage these through high commitment human resource management (HRM) practices. Our study, conducted with 655 employee–supervisor dyads, indicates that a protean career orientation results in gains for both employees and organizations, whereas a boundaryless career orientation is associated with mutual losses. In addition, our findings suggest that high commitment HR practices play an important role in managing the outcomes of employees seeking traditional careers but have only a limited impact on those with a boundaryless career orientation.