无边界职业生涯时代不同代际员工组织承诺的影响因素

基于无边界职业生涯的理论视角,采用问卷调查法,考察了影响新生代员工和传统代员工组织承诺的关键性因素,并通过优势分析确定其相对权重.结果表明:(1)在无边界职业生涯时代,企业员工具有较高的无边界心智模式和适度的组织流动性偏好,新生代员工的无边界心智模式显著高于传统代员工,但组织流动性偏好在不同代际之间的差异不显著.(2)组织流动性偏好显著地负向预测组织承诺,无边界心智模式对组织承诺的预测作用均不显著,组织发展性支持和感知的职业机会显著地正向预测组织承诺.(3)组织承诺影响因素的相对重要性存在代际差异,组织中的职业机会是影响新生代员工组织承诺的最重要因素,组织的发展性支持是影响传统代员工组织承诺的最重要因素.     

积极沟通氛围、组织认同对新生代员工关系绩效的影响研究

新生代是改革开放以来经济转型和社会变革中成长起来的“独一代”,具有典型的“特立独行”个性特征.本研究基于移动互联网时代人力资源管理模式变革,构建了积极沟通氛围、组织认同与新生代员工关系绩效的假设模型,采用相应量表进行实证调查分析.研究结果表明:积极沟通氛围对组织认同具有显著的正向影响,其中信任开放的预测作用更强;信任开放对关系绩效具有显著正向影响,话语权仅对责任意识产生正向影响;而组织认同在积极沟通氛围对新生代员工关系绩效的影响中起中介作用.据此,论文提出新生代员工的教练式管理、畅通且多样化沟通渠道、关注个性化特征及建立情感信任等针对性措施.     

组织信任对知识分享的影响——组织认同和高承诺人力资源实践的作用

本文基于自我概念的视角引入组织信任探讨员工的知识分享行为。以来自7家企业的288份直接主管-下属配对样本,探讨组织信任与知识分享的关系。研究发现,组织信任对知识分享、组织认同有显著正向影响,组织认同对知识分享有显著正向影响,组织认同部分中介组织信任对知识分享的作用;高承诺人力资源实践在组织认同与知识分享的关系中起正向调节作用;高承诺人力资源实践调节组织信任对知识分享影响的间接效应。     

工作满意度、组织信任和组织承诺关系的实证研究

已有的文献表明,工作满意度是影响组织承诺的主要因素之一,员工的组织信任知觉与工作满意度和组织承诺之间存在显著的相关关系,但对于其作用效果和作用路径缺乏实证支持。本文以全国各地313份有效问卷为样本,通过因子分析和结构方程模型研究工作满意度、组织信任和组织承诺三者之间的关系,验证了工作满意度对组织信任、组织承诺具有显著的正向影响,提高组织信任知觉,可以增强组织承诺水平。     

高承诺人力资源实践就能提高组织绩效吗？

本研究以来自国有企业、外资企业、合资企业和民营企业的271份问卷为样本,检验了高承诺人力资源实践对组织绩效的影响和基于组织的自尊在高承诺人力资源实践与组织绩效之间的中介作用。研究结果显示,高承诺人力资源实践正向影响基于组织的自尊,基于组织的自尊正向影响组织绩效,基于组织的自尊在高承诺人力资源实践与组织绩效的关系中起部分中介作用。     

人-组织匹配与员工个体绩效关系的实证研究

以澳门安保行业为样本,实证检验了人-组织匹配与员工个体绩效之间的关系,研究结果表明：人-组织匹配对员工个体绩效具有显著的正向影响,价值观匹配、需求-供给匹配和要求能力匹配对关联绩效具有显著的正向影响,要求-能力匹配对任务绩效有显著影响;人-组织匹配及其各个维度均对组织承诺及其各个维度具有显著的正向影响;组织承诺在人-组织匹配与员工个体绩效之间起到部分中介作用;组织承诺对员工个体绩效具有显著的正向影响,情感承诺对关联绩效和任务绩效均有显著的正向影响;心理资本越高,组织承诺对员工个体绩效的影响越小,反之,影响越大。     

人力资源管理实践对新生代员工敬业度的影响——内部人身份感知和组织自尊作用的视角

通过对306个新生代员工进行有效调查,验证了人力资源管理实践对新生代员工敬业度的影响,分析了内部人身份感知在这一过程中的中介作用,并探讨了基于组织自尊的调节作用。研究结果发现:人力资源管理实践和内部人身份感知都正向促进新生代员工敬业度;内部人身份感知在人力资源管理实践与新生代员工敬业度两者之间起完全中介作用;基于组织的自尊能有效调节内部人身份感知对新生代员工敬业度的影响。本研究结论对从人力资源管理实践角度指导企业提高新生代员工敬业度具有一定的意义。     

组织政治知觉对知识型员工组织承诺的影响——基于组织公平感的效应分析

文章以我国西部、中部、东部三地的453名知识型员工为例,探究组织政治知觉对知识型员工组织承诺的影响,以及首次检验组织公平感在它们之间是否存在调节效应。结果表明,组织政治知觉对知识型员工组织承诺有显著负向影响,组织公平感却对其有显著正向影响;良好的组织公平感将有助于减弱组织政治知觉对知识型员工组织承诺的负向影响。     

中小企业知识型员工组织承诺与工作投入关系研究

文章选取了不同地区中小型企业知识型员工为调查对象,对企业员工的组织承诺与工作投入的关系进行研究。研究结果表明:组织承诺及其各因子与工作投入各因子之间均呈现显著正相关。情感承诺和规范承诺对工作投入总体及奉献因子有正向影响;情感承诺和持续承诺对专注因子有正向影响;活力因子只有情感承诺对其产生正向作用。     

企业员工工作满意度、组织承诺与工作绩效关系

员工工作满意度和组织承诺是影响员工工作绩效的关键因素。本文以某企业共330名员工为样本,通过实证研究方法,探究企业员工工作满意度、组织承诺以及工作绩效三者之间的关系。研究结果表明:企业员工工作满意度显著地正向影响工作绩效,组织承诺在工作满意度正向影响工作绩效过程中起到了部分中介的作用。     

Employee acceptance of organizational change:the role of organizational commitment

This study tests a causal model that predicts the acceptance of organizational change using a sample of 761 employees from a large public hospital in the state of Victoria, Australia. The LISREL results indicate that employee acceptance of organizational change is increased by organizational commitment, a harmonious industrial relations (IR) climate, education, job motivation, job satisfaction, job security and positive affectivity, and is decreased by union membership, role conflict, tenure and environmental opportunity. Organizational commitment was found to act as both a determinant and mediator in the change process. Implications for the management of organizational change using human resource (HR) strategies and policies are discussed.     

The role of organizational justice in organizational citizenship behavior

This special issue highlights the relationships between the concepts of organizational justice and organizational citizenship behavior. The articles advance our understanding of these concepts and their relevance to organizational behavior by describing the theoretical and empirical relationship between them. The present article sets the stage for the papers that follow by providing background on the concepts of organizational justice and organizational citizenship behavior and explaining various connections between them.     

组织文化、上下级沟通及组织承诺的相互关系探究

组织文化、上下级沟通、组织承诺都是近年来组织领域研究的热点问题,已有的研究表明,领导与成员关系、组织文化对组织承诺都有影响,但探讨三者关系的研究较为罕见。本研究通过对企业员工的访谈和问卷调查,揭示了上下级沟通、组织文化、组织承诺的相互关系。研究发现：参与性的组织文化对上下级沟通、组织承诺均有显著影响;组织文化对组织承诺的影响也可以通过上下级沟通来实现;上下级沟通是组织文化和组织承诺的中介变量。     

Employee organizational commitment: the influence of cultural and organizational factors in the Australian manufacturing industry

The importance of enhancing employee organizational commitment (EOC) is highlighted by the extensive literature revealing its positive impact on employees' job performance, reducing absenteeism and turnover rates, and improving employees' adaptability to organizational change. This study provides an insight into how EOC levels can be enhanced by examining the contextual factors that can influence EOC. Specifically, the study examines the association between cultural, organizational, and demographic factors with the level of EOC in the Australian manufacturing industry. Data were collected by a survey questionnaire from a random sample of 500 managers with the results revealing that two cultural factors (outcome orientation and stability) and three organizational factors (organizational size, perceived organizational support and job satisfaction) were found to be significantly associated with the level of EOC. Further analysis provides a preliminary insight into how to enhance the EOC of specific managers with different cultural and organizational factors found to be associated with the EOC of managers at different levels in the organizational hierarchy. The findings have important implications for practitioners attempting to improve the level of EOC of their employees with the subsequent enhancements in the level of EOC likely to contribute to improvements in productivity and growth in the Australian manufacturing industry.     

Building traits for organizational resilience through balancing organizational structures

This paper describes and explains how balancing organizational structures can build traits for organizational resilience. Organizational resilience is a holistic and complex concept. In this paper, we move beyond focusing on sudden and disruptive events in favour of anticipating the unexpected in daily organizing. Organizational resilience is understood here as building traits of risk awareness, preference for cooperation, agility and improvisation and is analysed by means of a longitudinal qualitative case study. The paper contributes to the field by showing how balancing organizational structures can foster organizational resilience traits. We show that power distribution and normative control can create preparedness for unexpected events and foster action orientation at the same time as supporting organizational alignment.     

Multidimensional configurations of the organizational climate construct

This study describes the creation and validation of a multidimensional model which assesses the level of employee satisfaction based on international theoretical models. It utilizes data collected from a sample of 518 public and private company employees during the year 2009 in the city/state of São Paulo, Brazil. In the first stage of the study, 15 independent dimensions were theoretically obtained. In the second stage, five different multiple dimensions were confirmed using structure equation modeling (SEM) technique, thus characterizing general configurations of the organizational climate construct denominated motivation, management philosophy, leadership, people management and nature of work. It is hoped that the model can contribute by enhancing managerial best practices of an organization by attending a major demand for those listed on stock markets, since these companies must periodically provide information on job satisfaction of their employees to maintain or achieve higher levels of corporate governance.     

Paternalist leadership style of the organizational trust

This study aims to evaluate the effect of paternalist administrators on the organizational trust of teachers working in their context. The notions of paternalist leadership style, trust, and organizational trust are explained based on literature. The study is based on qualitative research approach. Despite this, the short version of “Paternalist Leadership Scale”, developed by Cheng in 2004 and a short version prepared in 2014 is used initially. Administrators with paternalist leadership characteristic were established with the help of this scale. Later, open ended questions, developed by the authors, were asked to teachers in the schools as organizations of those administrators with the aim of establishing their “trust for the administrator and for the organization”. The sample of the research was made up of 30 teachers working at 5 primary schools of the North Cyprus Ministry of National Education during the 2016–2017 school year. It was observed in the findings that in the eyes of the teachers social characteristics of individuals were most important in creating and enhancing the feeling of trust. In addition, it was observed that personal characteristics were some of the defining factors in developing trust. The conclusion was reached that teachers working with paternalist administrators had positive communications with school administrators and colleagues, and that they carried out their relationships within the rules of good manners and kindness. Again, in the eyes of teachers, it was established that paternalist administrators were eager to renew themselves. Finally, paternalist administrators were found, with a high percentage, to be quite qualified in establishing organizational trust. In conclusion, based on the findings of this study, it can be said that administrators with paternal leadership qualities are qualified in creating organizational trust; therefore, it will be important to train administrators in developing their paternal leadership styles.     

Examining organizational citizenship behavior of Japanese employees: a multidimensional analysis of the relationship to organizational commitment

Although there is now considerable research concerning organizational citizenship behavior (OCB), little is known about the possibility of the transposition of such a research topic to a Japanese context. This study proposes and substantiates a three-dimension model of OCB in the Japanese context, comprising voluntary involvement, generalized compliance, and personal industry. Furthermore, the examination of the relationship between organizational commitment and OCB indicates that affective commitment is positively associated with voluntary involvement and personal industry. Also, continuance commitment is positively related to generalized compliance and, simultaneously, negatively associated with voluntary involvement. Finally, theoretical and practical implications are discussed.     

External organizational commitment

Building on the organizational commitment literature and recent management practices like relationship marketing and total quality management, a new focus of work commitment is proposed: external organizational commitment (EOC). It is envisioned as a global construct and defined as an employee's identification and involvement with another organization. A model of EOC specifying its antecedents, consequences, and moderating factors is offered and 28 propositions emanating from the model are articulated. Implications for human resource practitioners are discussed.