组织政治环境如何影响领导者公正准则遵从？

论文基于自我控制的强度模型,研究了组织政治环境作为情境因素影响领导者公正准则遵从的作用机制和边界条件。对来自某国有商业银行73位网点主任连续10个工作日的570个经验取样法的数据分析结果发现：(1)在个体内层次,领导者组织政治感知提高了自我耗竭,领导者职位任期削弱了该正向关系。(2)个体内层次自我耗竭对公正准则遵从的作用取决于个体间层次领导身份认同的程度：当领导身份认同较高时,二者关系为正;当领导身份认同较低时,二者关系为负。(3)当领导者职位任期较短且领导身份认同较高时,组织政治感知通过自我耗竭促进公正准则遵从;当职位任期较短且领导身份认同较低时,组织政治感知通过自我耗竭阻碍公正准则遵从。上述研究结论将公正准则遵从的前因研究从行为者中心视角拓展到情境中心视角,率先研究了组织政治感知的个体内变化及其影响,同时增进了对自我耗竭作用机制和边界条件的认识。     

Does longer job tenure help or hinder job performance?

There are two competing theoretical perspectives on how job tenure might affect job performance. Human capital theory suggests that as knowledge and skill increase with greater tenure, job performance will improve as well. In contrast, the literature on job design suggests that as job tenure increases, employees are likely to become more bored and less motivated at work. Consequently, the gains from human capital acquisition might be offset by losses of motivation. To examine these competing perspectives, we conducted meta-analyses on the relationships of job tenure with four types of job performance: core task performance, citizenship behavior, creativity and innovative behavior, and counterproductive work behavior. The results support the second perspective, as both the linear and curvilinear relationships of job tenure with the four types of job performance are weak. Further, the results do not change in strength across type of research design, job industry, age, or gender.     

道不同不相为谋? 信息相关断裂带对团队学习的影响

传统观点认为,存在断裂带的团队中成员学习行为会受到不利影响,即"道不同不相为谋"。本研究通过聚焦信息相关断裂带,全面剖析内部学习和外部学习等不同团队学习方式,深入考察影响断裂带团队学习的关键情境因素,探讨并论证本文的基本观点——"道不同",可以"相为谋"。基于56个实际工作团队配对样本数据的统计分析结果表明,信息相关断裂带对团队内部学习和外部学习都没有直接作用。团队共同任期和交互记忆系统对信息相关断裂带团队内外部学习起调节作用:团队共同任期越长,信息相关断裂带越有利于团队内部学习及外部学习;交互记忆系统水平越高,信息相关断裂带越有利于团队内部学习及外部学习。     

A study of antecedents of organizational commitment

Various theories of organizational behaviors suggest that there should be significant relationships between the work-related variables and commitment to an organization. This study shows that, for a sample of 203 Japanese industrial workers, four components (attachment, internalization, normative, and continuance) of organizational commitment are predicted by organizational climate, supervisory behavior, organizational tenure, and role clarity. Implications for future research are discussed.     

Academic Freedom and Academic Tenure: Can They Survive in the Market Place of Ideas?

Recently academic freedom and academic tenure have been in the media spotlight because of concerns that academic freedom is being misused and that academic tenure provides job security to a select few. First, this paper provides a brief history of these two institutions and follow with an analysis using Stone’s (2002) policy analysis format. Second, this paper examines the university through two lenses: (a) an economic market lens; and (b) a community lens. These two lenses offer contrasting views of the university and help explain the different views of academic freedom and tenure. The authors suggest that faculty make use of the economic model to increase their chances of maintaining tenure in a university atmosphere frequently characterized by a business approach rather than a collegial one. Recommendations for future research are also provided.     

The Good Professor

This paper seeks to provide a philosophical analysis of the features of an excellent professor, but a well-balanced one, professionally speaking. What makes for excellence in research, teaching and service is explored in some detail, with attention paid to the contexts of four-year colleges and comprehensive universities in the united states.     

Do Birds of a Feather Flock Together? An Examination of Calling,Congruence, Job Design and Personality as Predictors of Job Satisfaction and Tenure

This study explored whether congruence, calling, job characteristics or personality were better predictors of job satisfaction and tenure. The sample consisted of 1968 employees across four different job roles: sales engineers (N=309), graphic designers (N=383), teachers (N=481) and clergy (N=795). Data was collected as part of a selection and development centre battery. Results found evidence of calling, with clergy reporting significantly higher levels of work satisfaction and tenure, despite the absence of some personality predictors (i.e. conscientiousness) and job characteristics (task identity, feedback). In general personality [particularly conscientiousness (+) and neuroticism (-)] along with job characteristics (variety and autonomy) were the most likely predictors of satisfaction across the different roles. No evidence could be found that congruence predicted work satisfaction or tenure. Results have implications for renewed interest in the role of calling according to its original definition and question the role of congruence in determining best fit especially in the context of vocational assessments.     

Work-related well-being in a call centre environment: The moderating role of age and tenure

The study investigated age and tenure effects on the relationship between job demands and resources, and job-related burnout and work engagement. Study participants were a convenience sample of 382 call centre agents in the information technology industry in South Africa (females = 54%; black African = 47%; single = 47%). The call centre agents completed the Job Demands-Resource scale, the Burnout scale, the Utrecht Work Engagement Scale, and the Work-related Sense of Coherence scale. Multiple hierarchical regression analyses and moderation analyses revealed that age and tenure moderated the relationship between overload, insecurity, and burnout. Tenure moderated the relationship between organisational support and work engagement. Interventions to foster job resources for work engagement and healthy work participation should take into account the work-related sense of coherence of call centre agents as well as their age and tenure.     

Take a Job,Any Job: Exploring the Importance of Matched Interests to Career Paths and Work Satisfaction

Employment counselors often face the conundrum of whether to advise people to take a job or to hold out for something that better matches their interests. This study investigated whether matched interests in an initial job predicted the subsequent career journey of 336 sales engineers and whether this made a difference to longer term work satisfaction and tenure. Results showed that although the first job significantly influenced people's future career journey, personality and job characteristics were likely to be more influential than matched interests in predicting work satisfaction. Thus, people may be better off taking well‐designed jobs than holding out for matched interests.     

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.