共查询到10条相似文献,搜索用时 15 毫秒
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我国注册会计师应对工作不满意情境的行为反应研究——基于对EVLN模型的有效性验证 总被引:1,自引:0,他引:1
文章收集了358份有效样本数据,运用EVLN模型考察中国注册会计师面对工作不满意的行为反应,分析结果如下:(1)EVLN模型在中国注册会计师样本中的信度较高,但维度和项目需进一步调整;(2)中国注册会计师面对工作不满意时,更多采用考虑型表达和耐心行为,而较少采用退出、进攻型表达和忽视行为;(3)各行为反应之间的相关关系支持了建设性-破坏性维度划分;(4)社会统计学变量也与行为反应存在一定关系。 相似文献
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Job crafting offers several beneficial organizational outcomes, yet little is known about what makes employees engage in it. In particular, the role of leaders in influencing their subordinates to engage in job crafting has been insufficiently studied. Drawing on role theory, we suggest that the congruence of leader‐subordinate autonomy expectations nurtures subordinates’ experiences of having their competences adequately utilized in their jobs. This experience, which involves the competence mobilization of their work roles, subsequently fosters subordinates’ engagement in job‐crafting behavior. A two‐stage field study of 145 leader‐subordinate dyads using cross‐level polynomial regression and response surface analysis supported the (in)congruence hypotheses. The results also demonstrated that subordinates’ perceived competence mobilization mediates the relationship between autonomy expectation (in)congruence and job crafting. In addition, leader coalition as a moderator strengthens the effect of perceived competence mobilization as a psychological condition for job crafting. Implications for practice and future research are discussed. © 2016 Wiley Periodicals, Inc. 相似文献
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The Impact of Personal Resources and Job Crafting Interventions on Work Engagement and Performance 下载免费PDF全文
This study examined the impact of organizational interventions on work engagement and performance. Based on the job demands–resources model, we hypothesized that a personal resources intervention and a job crafting intervention would have a positive impact on work engagement and performance. We used a quasi‐experimental design with a control group. Primary school teachers participated in the study at two time points with six weeks between the measurements ( N = 102). The results showed that the personal resources intervention had a positive causal effect on work engagement. Additionally, the joint personal resources and job crafting intervention had a positive impact on self‐ratings of job performance. We discuss the implications of these findings for theory and practice. © 2015 Wiley Periodicals, Inc. 相似文献
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Yasin Rofcanin Aykut Berber Stefan Koch Levent Sevinc 《International Journal of Human Resource Management》2016,27(22):2695-2726
In this research, we investigated the predictive powers of I-deals and job crafting on key employee outcomes (in-role work performance, citizenship behaviors directed at organization and co-workers, affective commitment and intentions to stay). In doing so, we also compared the explanatory degree of job crafting and I-deals on these outcomes. We used two sets of samples, both drawn from across different industries in Istanbul, Turkey. The first study examined the factorial structures of job crafting and I-deals scales. The second study is used to test our hypotheses regarding effects and strengths of I-deals and job crafting on the outcomes. Findings from series of structural equation models underscored that I-deals are more critical in leading to enhanced employee outcomes compared to the effects of job crafting. We discuss the role of these proactive behaviors in today’s ever-changing business settings. 相似文献
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文章论述了做好电力系统通信工作应具备的条件、目前电力企业及电力系统通信工作情况、电力系统通信工作的主要方法,并针对目前电力企业存在的主要问题,提出了做好电力系统通信工作的相应对策。 相似文献
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注册会计师职业倦怠是审计研究的一个新领域.我国审计学术界至今尚没有开展对注册会计师职业倦怠的系统研究.在借鉴国外研究文献的基础上,探讨我国注册会计师职业倦怠的诱因后发现,工作家庭冲突、角色冲突和学习负担对注册会计师职业倦怠有显著影响,但工作过载对注册会计师职业倦怠的影响则不显著.另外,注册会计师年龄与会计师事务所规模对弱化注册会计师职业倦怠有较强的积极效果. 相似文献
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Derek R. Avery Sabrina D. Volpone Robert W. Stewart Aleksandra Luksyte Morela Hernandez Patrick F. McKay Michelle R. Hebl 《人力资源管理》2013,52(2):175-193
Organizations must target talented applicants, who will often be demographically diverse, to attract the most competent and competitive workforce possible. Despite the bottom‐line implications of attracting the best and brightest, surprisingly little is known about how and why diversity recruitment strategies affect recruitment outcomes (e.g., job‐pursuit intentions). To gain insight into this question, we conducted an initial experimental study (N = 194) to test the premise that other‐group orientation moderates the relationship between perceived organizational value of diversity and job‐pursuit intentions. In a follow‐up experiment (N = 255), identity affirmation was examined as the mediating mechanism for the interaction observed in the first study. Mediated moderation analyses supported the proposed model. Collectively, the studies indicate that job seekers high in other‐group orientation are more intent on pursuing employment with organizations deemed to value diversity because they feel that their salient identities are likely to be affirmed. No such indirect effect is present for those lower in other‐group orientation. 相似文献
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This study explored how managers’ fairness perceptions of performance evaluation systems differ across countries and relate to their job satisfaction. Lack‐of‐group bias and transparency were the constructs used to assess fairness perceptions. The data sample consisted of 903 Asian managers from the subsidiaries of a leading multinational corporation (MNC) strategically expanding its retail markets in Japan, China, Hong Kong, Malaysia, and Thailand. Results showed that the fairness perceptions of lack‐of‐group bias and transparency concerning the common performance evaluation system varied within these Asian countries. Furthermore, those fairness perceptions were significantly related to job satisfaction among Asian managers overall, as well as in each of the five geographical subgroups with the exception of Hong Kong, where the perception of a lack‐of‐group bias was only marginally related to job satisfaction. These findings offer theoretical implications regarding organizational justice, cross‐national management, and performance evaluation, as well as practical implications for leveraging organizational justice perceptions of performance evaluation systems for the effectiveness of MNCs. © 2015 Wiley Periodicals, Inc. 相似文献