人－组织匹配等因素对员工的满意度、组织承诺的影响

P-J Fit and P-O Fit are focus problems in the investigation field of industry and organization psychology. They have distinct influences on staff job performance and job attitude. In a certain extend,these influences are moderated by some variables. LMX(Leader-member Exchange) and TMX(Team-member exchange) are two most important personal relationship types in job scene. Post investigations indicated that they are equal to forecasting variables and moderating variables of staff job performance and job attitude. From actualities, although there are many investigations about the relationships between P-J Fit, P-O Fit, LMX, TMX and job attitude, these investigations only focused on some aspects, and they discussed little about four aspects at one time and mutual influences. Using hierarchical regression analysis to analyze the survey data collected from 592 employees in a big governmental telecom company, we got some results as follows: (1)After controlling demography variables, standardized regression coefficients on P-J Fit, P-O Fit, LMX, TMX and job satisfaction, organization commitment are all positive, and reach distinct levels. (2) LMX could distinctly moderate the influences of P-J Fit, P-O Fit on job satisfaction, but couldn’t distinctly moderate the influences of the two on organization commitment. Specifically, as LMX increased,the effect of P-J on job satisfaction decreased gradually,while the effect of P-O increased. (3) TMX could not distinctly moderate the relationships between P-J Fit, P-O Fit, job satisfaction and organization commitment. The theoretical implication of this investigation lies in enriching and developing investigations in these fields in a certain extend, through conforming the influences of P-J Fit, P-O Fit, LMX, and TMX on job satisfaction and organization commitment. The practical implication lies in revealing these aspects for corporation governors: When selecting applications for a job, they should try their best to realize the best fit of personal ability and the job requirements, personal value and organization culture. They should enhance staff job satisfaction and organization commitment through furthering the relationship between the leader and members, team members each other. They should cushion disadvantage influences of non-P-J Fit on staff job satisfaction and enhance positive influences of P-O Fit. 【Key words】 person-job fit; person-organization fit; leader-member exchange; team member exchange; job attitude

任职者工作分析评价结果影响因素的多水平探讨

As the foundation of other human resource practices, job analysis plays an essential role in HR management. Exploring sources of variance in job analysis ratings given by incumbents from the same job is of much significance to HRM practices. It can also shed lights on employee motivation in organizations. But previous studies in job analysis field have usually been conducted at individual level and take variance in job analysis ratings given by incumbents of the same job as error or bias. This dissertation takes the position that the variance may be meaningful based on role theory and other relevant theories. It first reviewed pervious studies on factors which may influence job analysis ratings provided by incumbents of the same job, and then investigated individual, interpersonal and organizational level variables which may exert impacts on these job analysis ratings, using multilevel data from 8 jobs of 1124 incumbents. The major findings are as follows: 1) Level of job performance and job attitudes affect incumbents’ job analysis ratings by incumbents of the same job at individual level. Specifically, incumbents with high level of job performance rated their job require higher levels of technical skills (power plant designers), and regarded information processing activities as more important to their job (book editors). Regarding the effects of job attitudes, incumbents of the four jobs with high level of job satisfaction gave higher importance and level ratings on organizational and cognitive skills, as well as higher level ratings on technical skills. Further, incumbents with higher affective commitment provided higher importance and level ratings of cognitive skills. Lastly, more involved job incumbents perceived organizational skills and cognitive skills as more important, and required at higher levels, for their job. 2) Leader-Member Exchange and goal structure also have effects on job analysis ratings by incumbents of the same job at interpersonal level. In good quality LMX relationship, news reporters rated decision-making activities and interpersonal activities as more important to their job. On the other side, when book editors structured their goals as cooperative with others’, they provided higher importance ratings on reasoning and interpersonal skills, and related personality requirements, as well as higher level ratings on reasoning abilities. 3) Worker requirements for the identical job are distinct from one organization to another. Specifically, there were between-organization differences in achievement orientation and conscientiousness related personality requirements. In addition, two dimensions of organizational culture, achievement-oriented culture and integrity-oriented culture in particular, were significantly associated with importance ratings of achievement orientation and conscientiousness related personality requirements respectively. Furthermore, achievement-oriented culture both directly and indirect (through job involvement) influenced achievement orientation related personality requirements. The results indicate that variation in job analysis ratings provided by incumbents of the same job may be meaningful. Future job analysis studies and practices should consider the impacts of these individual, interpersonal and organizational level factors on job analysis information. The results also have important implications for employee motivation concerning how organizational demands can be transformed into specific job and worker requirements.

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.

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.

工作群体有效性评价及群体工作设计

This thesis study the problem of work group effectiveness and group job design according to extensive literature investigation and the analysis of realistic background. The whole research consists of four parts: (1) The evaluation of work group effectiveness, the aim is to search to criteria that can describe and analysis work group, and explore the cognitive dimensions of effectiveness of Chinese subjects; (2) The study on the relationship between group job characteristic and effectiveness, the aim is to find the general correlation between work group characteristic and effectiveness, and try to search the most important core variable; (3) The study on the preference for the way of group work; (4) The study of the relationship between group composition and group effectiveness, try to examine how different approaches of personnel selection influence work results. The results indicate: (1) The evaluation of group effectiveness mainly consists of two dimensions: performance and the employee's attitude and feelings toward the group, so we can use these two dimensions and corresponding criteria as the standard of effectiveness evaluation. (2) According to the analysis of related literature, we can determine work group characteristic from five aspects: job design, the interdependence among members, group composition, organizational background, group process. (3) Experimental study find that different group job characteristics have different relationship models with effectiveness criteria. Job design, the interdependence among group members, group composition have significant correlation relationships with two kinds of effectiveness criteria; organizational background mainly has relationships with satisfaction criteria; group process mainly has relationships with performance criteria. (4) The choice for people to select the way of group work has the consistency, that is people prefer to "Self--managed work groups"; but different groups have the difference, the main group dimension is the difference between group members and group leaders. (5) Work groups which were composed accordingly to interpersonal attraction have higher levels of communication, coordination, group cohesion and job satisfaction than ability--based groups based. But the performance evaluation under these two conditions has no difference. The thesis analysis and discuss the research results, also point out several questions that needed to be explored further and the possible research directions in the future. This study has some reference value in group--level performance appraisal and reward design, the content and method of group--level job design, and personnel selection of group, etc.

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.

下岗（失业）求职人员再就业的预测因素研究

How to improve the reemployment of lay-offs and unemployed is a big concern of Chinese society now. Based on literatures in related fields, the thesis investigated predictive factors of job-seeking behavior, reemployment status, quality of reemployment, psychological health among lay-offs (unemployed), and also the relationship between reemployment and psychological health. Lay-off (unemployed) participants for this study were recruited from four public employment centers in Beijing. participants completed two surveys. Results mainly demonstrated: 1 There were significant relationships between Job-seeking self-efficacy, motivation control and job-seeking frequency; age was negatively associated with job-seeking frequency and mental health; 2 Joh-seeking support was highlighted as the only lagged predictor of reemployment status; job-seeking frequency predicted job satisfaction of reemployed individuals; 3 The mental health of reemployed was significantly improved; but mental health of continously unemployed people deteriorated during these three months. High quality reemployment significantly improved mental health, low quality reemployment had no effect on mental health. The research demostrated some psychological factors predicting reemployment and relationships between reemployment and mental health. The results can improve the understanding relationships of reemployment and psychological factors. The results also can improve effective reemployment counseling and reemployment social services.

国有企业管理者裁员决策特征及其对留岗者心理影响的研究

In China, orgnizational change and downsizing are the primary topics studied in I/O psychology and Human Resource Management. Due to the great need in reality, both theorists and practitioners raised the same questions: Does downsizing increase the organizational performance? What is the relationship between organizational downsizing strategies and survivors' psychological reations? Which factors influence managers' downsizing decision-making most? How can managers manage the process successfully? The purpose of this study is trying to answer these questions, and then to establish the downsizing decision-making model of China's SOE (State owned enterprise) managers. The hypothetical model of SOE managers' downsizing decision-making was put forward, based on a tremendous amount of literature on downsizing decision-making, especially on the downsizing decision-making model built by B. Shaw, and also based on the results of the interviews conducted to the SOE managers who have the downsizing decision-making experiences. In order to test and verify the model, 322 SOE managers were investigated by a questionnaire study. And the statistic results supported the hypothetical downsizing decision-making model. Further, 259 survivors (those who are still working in the SOEs) from 7 downsized SOEs and 1 non-downsizing SOE, were also investigated by a questionnaire study. The statistic results also supported the hypothetical downsizing decision-making model. A subsequent case study was performed upon one downsized SOE; and a deliberate focus group interview study within 6 SOE mangers from another downsized SOE was also conducted. Both fundings from the two studies surported the hypothetical model again. Thus, China's SOE managers' downsizing decision-making model was established. This China's SOE managers' downsizing decision-making model suggests the following: Firstly, the characteristics of managers'downsizing decision-making were the center of the model. Those characteristics displayed during the process of the downsizing decision planning, the participation of downsizing decision-making and the communication concerning downsizing events, were influenced by managers' sense of crisis, controlling factors out of the organization and the managing experience within it. Especially, the latter two factors were more important. Secondly, in downsizing decision-making problems, the perceived crisis of China's SOE managers was mainly influenced by the outer factors, esp. the controlling factors from the government or the high authorities, but not by the inner factors including manufacturing management, HRM skills and organizational competition strategies. Thirdly, survivors'psychological reactions (including job satisfaction, job motivation, team working cooperation, etc) were mainly influenced by the characteristics of the managers' downsizing decision-making, at the same time, also by the outer factors (including controlling and social security factors) and the inner factors (including competition strategy and HRM skills). Finally, according to the model and the results from this study, the conclusions were reached in the followings: The stronger the controlling effort upon the SOE managers, the worse the effect displayed during the downsizing process. And in order to improve the effect and quality of downsizing decision-making, SOE managers need a lot of training to ameliorate their competencies such as competition strategies and HRM skills.

企业组织领导参与决策行为研究

In the processes of Chinese economic and political reforms, making decision democratically and scientifically is one of the most important problems for the managers. Through the investigations of 319 managers from 13 companies in 3 cities of China, the participation or the behavior of influence and power sharing in managerial decision-making was systematically analyzed. The research was concerned with three aspects: (1) the descriptive study of managerial decision-making; (2) the relationship between managerial decision-making and a set of specified contingent situational factors; (3) the relationship between managerial decision-making and various outcome variables, such as job satisfaction and organizational effectiveness. The principal results of the research showed. 1. The managers used different methods of decision-making in different situations. The wildly used method by the managers was "prior consultation with subordinate". 2. Compared with the developed countries, Chinese managers tended to use more centralized methods of decision-making. In the comparisons among the different districts of China, the managers in the districts of the higher level economic and cultural development tended to use more participative methods in the processes of decision-making. 3. The behavior of managerial decision-making was influenced by the various contingent factors, such as the uncertainties of the environments, the job constraints, and the variables related to persons, etc. 4. The behavior of the managerial decision-making correlated significantly with the job satisfaction and organizational effectiveness. The more influence and power managers owned in the processes of decision-making, the more positive they evaluated their job satisfaction and organizational effectiveness.

满意度测量问卷之研制

Job satisfaction is the basic component of organizational performance. At present, however, there is no instrument to be used to measure this variable in chine. This research was about the measurement of job satisfaction. In our research, We use Minnesota Satisfaction Questionnaire (or MSQ) as a base, then put anther 20 items to form out original questionnaire. After two round measurements and carefully analysis, finally, We got a new questionnaire. In the questionnire; 6 of the 20 MSQ items were discarded, and anther 6 items put in. The form of our questionnire is similar to MSQ. But this research also shown that there ware some problems in it, and advarnce research should be taken to improve the research results.