工作幸福感的结构、测量及作用机制

With the emergence and development of positive psychology, happiness has been the focus of academia and business. However, there is no uniform measure of happiness, because of many different theories of happiness, which are not compatible with others. It bounds the further development of happiness theory. It is also the same with the research of work well-being, which refers to the emotional experience and quality of psychological functioning of employee in the workplace. Subjective well-being (SWB) and psychological well-being (PWB) are two major theories of happiness. Prior research has demonstrated the integration of these two theories theoretically, but still needs more empirical support. Besides, in line with the development of positive psychology, a body of knowledge about positive leadership is advocated. Transformational leadership is treated as one kind of positive leadership, since it emphasizes the leader’s motivational and elevating effect on followers. But the extent to which the transformational leadership can enhance work well-being, and what the mechanism is, these are the questions need to be explored. Based on the integration of SWB and PWB, this research tried to investigate the structure, measurement and mechanism of work well-being, and combining with the theory of transformational leadership, this study also tried to investigate the relationship between transformational leadership and work well-being. The structure and measurement of work well-being, the relationships between work well-being and job characteristics (including job resources and job demands), the relationships among transformational leadership, job resources, work well-being and corresponding outcomes, the relationships among transformational leadership, job demands, work well-being and corresponding outcomes, and the relationships among transformational leadership, group job characteristics, group work well-being and corresponding group outcomes were explored by using content analysis, Subject Matter Experts (SMEs) discussion, and structural questionnaire surveys. More than 7000 subjects were surveyed, and Explore Factor Analysis (EFA), Confirm Factor Analysis (CFA), Structural Equation Modeling (SEM), Hierarchical Linear Modeling (HLM) and other statistics methods were used. The following is the major conclusions. Firstly, work well-being is a two high-order factors structure, which includes affective well-being (AWB) and cognitive well-being (CWB). AWB is similar to SWB, and CWB is similar to PWB. Besides, the construct of AWB includes sub-dimensions of positive emotional experience and negative emotional experience. And the construct of CWB consists of work autonomy, personal growth, work competent, and work significance. Secondly, the relationships between job characteristics and AWB and CWB are different. On one hand job demands are directly related to AWB, and are indirectly related to CWB through the full mediation of AWB, on the other job resources are directly related to CWB, and are indirectly related to AWB through the full mediation of CWB, which means AWB and CWB reciprocally influences each other in the model of job demands-resources. These results were concluded as the process model of work well-being. Thirdly, AWB and CWB are positively related to many workplace outcomes, including job satisfaction, group satisfaction, organizational commitment, turnover intention, job performance, organizational citizenship behavior (OCB), and general psychological health and general physiological health. Fourthly, transformational leadership is indirectly related to CWB through the full mediation of job resources, and is related to AWB through the partial mediation of job demands. Meanwhile, transformational leadership is related to many workplace outcomes through the mediation of job characteristics and work well-being. These results implied that transformational leadership is indeed one kind of positive leadership. Fifthly, in the group level, transformational leadership is indirectly related to group CWB through the full mediation of group job resources, and is related to group AWB through the full mediation of group job demands. Group AWB has positive influence on group CWB, but not vice versa. Group job characteristics and group work well-being fully mediate the relationships between transformational leadership and intragroup cooperation and group performance.

武警工作倦怠及相关因素分析

Accumulating studies have been conducted on job burnout in the fields of organizational psychology and health psychology, but there are few studies investigating job burnout for people in the Chinese Armed Police Force(CAPF). This thesis explored the antecedents (social comparison, perceived control and perceived organizational support) and outcomes (incumbents’ level of task performance and psychological health) of job burnout, using data collected from 458 teachers (study 1) and 792 officers (470 lower level army cadres,150 commandos and 172 teachers, study 2) in CAPF. Two studies were carried out. The results are as follows: 1. There were significant differences among the three dimensions of job burnout for teachers: reduced accomplishment was rated significantly higher than cynicism and emotional exhaustion. 2. For the emotional exhaustion dimension, special technical soldiers gave the highest ratings and cadres provided the lowest ratings. Besides, special technical soldiers and teachers rated higher on cynicism than cadres did. 3. Perceived control significantly influenced job burnout: the higher the perceived control, the lower the three dimension of job burnout (emotional exhaustion, cynicism and reduced accomplishment). 4. Perceived control exerted impacts on psychological health directly and indirectly: the higher the perceived control, the better psychological health. Moreover, perceived control had significant effects on psychological health through emotional exhaustion: the higher the perceived control, the lower emotional exhaustion and the better psychological health. 5. The higher perceived organizational support, the lower the three dimensions of job burnout; perceived organizational support impacted psychological health through emotional exhaustion: the higher perceived organizational support, the lower emotional exhaustion and the better psychological health. 6. Job burnout exerted significant influence on task performance: the higher reduced accomplishment, the lower task performance rated by participants themselves. Drawing on the above results, measures would be taken in CAPF to enhance perceived control and perceived organizational support, to alleviate burnout and improve task performance and psychological health.