员工的组织支持感和工作压力对工作结果变量的作用——中国民航管制员研究

Both perceived organizational support and job stresses have impact on employees’ work outcomes. Great progresses have been made in past researches. However, there are many disputes about the impact of perceived organizational support (POS) on job performance (especially, safety performance), the impact of job stresses on job performance (especially, safety performance) and job attitudes, as well as the interaction of subordinates’ POS and job stresses, and the impact of supervisor on subordinates’ POS et al.. Thus, the aim of the study is to explore the impact of supervisors’ POS, leader-member exchange(LMX) on subordinates’ POS, the direct impact of subordinates’ POS and job stressors from task and rewards on work attitudes(job satisfaction, turnover intention) and safety behaviors(safety compliance and safety participation), and the interaction of subordinates’ POS and job stresses. Analyses are based on the data from interviewing of 20 staff, posts of a Chinese civil aviation Bulletin Board System (BBS) and surveys of 216 subordinates and 42 supervisors from two Chinese civil aviation Air traffic control centers (ATC). The major findings are listed as follows: Firstly, the exchange relationship between supervisors and members has impact on subordinates’ POS by the fully mediating role of subordinates’ perceived supervisor support (PSS). But supervisors’ POS have no impact on subordinates’ POS. Secondly, subordinates’ POS has a direct and positive impact on their job satisfaction and safety behaviors, and a negative impact on turnover intention. Specifically, the higher the employees’ perceived organizational support, the higher job satisfaction and safety behaviors, as well as the lower turnover intention they have. Moreover, POS has stronger relationship with safety participation behaviors than that of safety compliance behaviors. Thirdly, task-related stressor has no significant impact on job satisfaction, turnover intention and safety behaviors. And compensation-related stressor has significant and positive impact on turnover intention and safety behaviors, which means that with the compensation-related stress increases, turnover intention increases, safety behaviors including safety compliance and safety participation also increases. Fourthly, POS and task-related stressor, POS and compensation-related stressor have significant interaction, respectively. Specifically, POS moderates the relationship between task-related stressor and job satisfaction, and between task-related stressor and turnover intention. Moreover, POS also moderates the relationship between compensation-related stressor and safety compliance behaviors.

中国企业员工组织承诺研究

The research objectives were to investigate the psychological structure of employees' organizational commitments(OCs), and its antecedents, and to examine the relative effects of employees' OCs to their performances. In order to deeply uncover the nature of OCs, some standard methods, such as in-depth interview, focus-group, semi-open questionnaire, standard questionnaire etc., were employed. In data analysis, not only some common statistical methods, such as multivariate analysis of variance, cross-table analysis, factor analysis, but also some forefront ones, such as confirmatory factor analysis and path analysis of SEM, were used. The paper covers six chapters: 1) In the first chapter, Firstly some previous empirical studies, which examined structures, antecedents, correlates, and/or consequences of organizational commitment in China and Western countries, were summarized. This summary covers most of the respectable researchers' works of this field, such as H.S.Becker, B.Buchanan, L.W.Porter, G. Ritzer, H.M.Trice, J.A.Alutto, L.G.Hrebiniak, R.T.Mowday, J.P.Meyer, N.J.Allen, G.W.McGee, R.C.Ford, R.Eisenberger, etc. Then three theoretical hypothesis were put forward as following: ① In China, OCs should be multidimensional psychological structures, which means there should exist more than one type of OCs; ② There should be some different antecedents to different OCs; ③ Employees with different types of OC should perform differently in their works. Finally the theoretical and practical significance were discussed. 2) In the second chapter, great efforts were made to investigate the OC types. Firstly, in-depth interview with managers and employees, semi-open questionnaire, and some other methods were used in the pilot research to gather much qualitative material. Then OC questionnaire was designed to get quantitative data in about 20 enterprises, including state-owned, collective-owned, wholly foreign-funded, and joint-ventures. During revising of this questionnaire, there were about 5000 samples surveyed. after factor analysis, the data shows that there should be 5 types of OCs in China, which were respectively named as Affective Commitment, Normative commitment, Ideal Commitment, Economic Commitment, Choice Commitment. Thirdly, confirmatory factor analysis method was used to successfully confirm this 5-factor model. Finally, Cronbach a and test-retest correlate indicate that this questionnaire is reliable. Since factor analysis result has show its construct validity, a simple criterion-related validity research was conducted. 3) In order to investigate the correlation between different OC and employee performance and different antecedents of OC, 5 other questionnaires, such as Employee Satisfaction Questionnaire, Perceived Organizational Support Questionnaire, Social Exchange Questionnaire, Altruism Scale, and Leader Confidence Scale were revised in the third chapter. 4)In the fourth chapter, a lot of correlates, cross-table analysis were conducted to show the correlation between different OCs and 10 performances, which indicate employees with different OCs will show different performance in 10 variables, such as altruism, etc. 5) In the fifth chapter, correlate analysis, multivariate of analysis, and path analysis of SEM were used to investigate the antecedents of OC. A satisfactory model showing the correlation between OC and their antecedents was confirmed. 6) In the last chapter, all researches about OC, and its limitations were summarized.

保险推销员自我效能感及其工作模型

The research studied self-efficacy and job mechanism of insurance salesmen in China by the methods of in-depth interview, focus-group, semi-open questionnaire, standard questionnaire. There were about 1300 samples surveyed. The way of data analysis such as factor analysis, correlation analysis, regreesion analysis and structure equation was used. Four following conclusions were drawn: First, self-efficacy of inssurance salesmen in China consists of eight factorswhich are interview skills, manner, persistence, control of emotion, plans and comments, master of knowledge, intuition and judgement, preparation. Second, the relationship between self-efficacy and other job variables such as achievement motivation, work incentive, coping strategy, view of ability, performance, goalsetting, colleague relationship, the way of feedback from leader, job satisfaction and exertion were tested and all the correlations were significant. Third, regression analysis was used to test the relationship between self-efficacy and the antecedent variables. The result was that four antecedent varialbes enter equation (p<.05). They are self-oriented achievement motivation, stability of emotion, performance and colleague relationship.. Finally, vertified by path-analysis, the research posits a comprehensive model about job for insurance salesmen, in which self-efficacy was the most important factor. On the one hand, self-efficacy has dominant effects on the consequent variables, such as mastery goal, performance- approach goal, job satisfaction, exertion, coping strategy, on the another hand, self-efficacy was found as mediator of the relationship between the antecedent variables and consequent variables.

国营企业中激励机制的个案研究

This research objective was to investigate the working motivation in a large state-owned enterprise, Luoyang White Horse Company Group in Henan Province. Some standard methods, such as in-depth interview, questionnaire were employed. This research is divided into two parts: 1. The first is to investigate the factor structure of working motivation, by the way of survey questionnaire. 2. The second is to do a case study to the White Horse Company, by using survey questionnaire and interview methods. The results shows that: 1. Eight factors are extracted by the Exploring Factor Analysis. These factors include: material reward factor, leader factor, fairness factor, goal factor, mental reward factor, development factor, job factor, participation factor. The overall explanation is 56.0%. 2. By the One-Way ANOVA and Multiple Comparison, it is found that: working age, age, sex, education background, income and assignment all have a notable effect on some of the eight factors. 3. By the case study to the White Horse Company, it is found that there still is no a perfect motivating mechanism in the White Horse Company and the disproportion of reward and punishment has a disadvantageous effect on the worker's productivity.