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.

同事关系质量及其作用机制

Although the research into coworker relationship quality has been recognized one of key factors related to organization performance, and has been thought a new trend in organization behavior research with the flatting of organization structure and complication of task assignment, there is relatively little empirical research on the mechanism between coworkers’ interaction, contraring to the fruitful results on member exchange research based on social network theory, say nothing of the influence of cultural differences such as GUANXI. This research developed the scale for the assessment of Coworker Relationship Quality by literature review, deep interview, and questionnaires, compared the predictable ability of Coworker Relationship Quality (CRQ) scale and Coworker Exchange (CWX) scale on employees’ work attitudes and behaviors. Finally, the mediating effect of Coworker Relationship Quality between employees’ similarities on personality and their work attitudes and behaviors was investigated. Following are main results. Firstly, we found that the interpersonal communication, trust, and mutual support are the key factors of coworker relationship quality, which is similar to the result getting from western samples. But Chinese people are more GUANXI ORIENTATION, means they want to build longtime relationship with others, not only when they are coworkers, but also when one of them left the organization. Secondly, though the core meaning of CRQ and CWX are same, their predictable ability on organization outcomes is different. CRQ is more powerful than CWX, especially on turnover intention. The result showed that after controlling the effect of demographic variables and CRQ, CWX cannot predict turnover intention significantly, but CRQ can still predict turnover intention significantly after controlling demographic variables and CWX. Thirdly, the partial mediating effect of CRQ between positive affectivity similarity and organizational citizenship behavior, coworker satisfaction, organizational commitment and turnover intention are validated, but we did not find the mediating effect of CRQ between demographic variable similarity and workers’ attitudes and behaviors. The Similarity Attraction Paradigm, Social Identity Theory, and Self Category Theory were supported.

团队有效性：协作行为与作业特征作用机制研究

Organizations are increasingly turning to team-based structures to contend with the pressure of the increasing global competition, consolidation, innovation and need for diverse skills, expertise, and experiences. This ongoing transformation in the basic organization of work has captured the attention of researcher. And group and team research has become increasingly centered in the fields of organizational psychology and organizational behavior since the 1990s. A great deal empirical studies were conducted; a number of variables contributing to team effectiveness and several IPO models were summarized. But teamwork behaviors, the dynamic and adaptive interactions among team members during the task completion, were still very vague. So were the team task characteristics, an important input variable of the IPO models. The effects of team task characteristics and teamwork behaviors on team effectiveness were explored according to IPO model on the basis of the reviews on previous studies, the Hierarchical Conceptual Structure of Teamwork Behaviors (Rousseau et al.,2006), and the task characteristic theory(Hackman & Oldman, 1975). The questionnaire data from 479 team members and 110 team managers of 22 organizations were analyzed. The results indicate: A. Teamwork behaviors consist of 13 behavioral dimensions: team mission analysis, goal specification, planning, coordination, cooperation, information exchange, performance monitoring, backing-up behaviors, intra-team coaching, collaborative problem solving, team practice innovation, psychological support and integrative conflict management. The hierarchical conceptual structure was partly supported with five variable identified, i.e., preparation of work accomplishment, task-related collaborative behaviors, work assessment behaviors, team adjustment behaviors and the management of team maintenance. The formal four variables are in a sequential way. B. The task characteristic theory at individual level is applicable to the team level. This means that the team task characteristics consist of task variety, identity, significance, feedback, autonomy, interdependence. C. The correlations among task characteristics, teamwork behaviors and outcomes support the IPO model. The regulation of team performance mediated the effects of task meaningfulness and interdependence on team outcomes, with the direct effects of task meaningfulness on the preparation behaviors and the direct effects of interdependence on the task-related collaborative behaviors. The management of team maintenance mediated the effects of autonomy on team cohesion and satisfaction. The regulation of team performance has a direct effect on the team performance and the management of team maintenance. And the management of team maintenance has a direct effect on the team attitude and the regulation of team performance.

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.

制造业技术工人工作-家庭关系的影响因素及其作用机制

The work-family relations included positive relationship (work-family enrichment) and negative relationship (work-family conflict). Along with the development of positive psychology, the researchers turned their focus from work-family conflict to work-family enrichment. On the other hand, the research between work and family had just started and most attention was fix on work-family conflict. This research based on the skilled workers in manufacturing, and tried to discuss antecedents and the machanism of work-family relations through a series research which include action relation among job characteristics, work-family relations and outcomes of work, and the action relation among job resource、work-family relations、marital adjustment、work outcomes and role salience. This subject made the investigation to the workers who are working in manufacturing through literature research, questionnaire surveys and other methods. In this subject, several statistical techniques such as Explore Factor Analysis（CFA）,Structural Equation Modeling（SEM）, multiple-group Analysis were used to get the following conclusion: Firstly, work-family enrichment was an independent variable in work-family conflict, which had more extensively influence. Work-family conflict would increase accompany with the increasing of job demand, and it also would enhance negative work outcomes; work-family enrichment was effected by both job demand and job resource, and it made positive influence to positive and negative work outcomes. Secondly, marital adjustment penetrated into work domain through work-family enrichment inner effect mechanism, and influenced the work outcomes. The work→family enrichment and family→work enrichment could facilitate mutually, marital adjustment influenced the work outcome by the reciprocal relationship of work→family enrichment ↔ family→work enrichment. Finally, the family-role salience had directed loop-enhanced effect to organizational commitment and the importance could also enhance the positive function of work→family enrichment to organizational commitment.

改革对教师工作生活质量影响的跨文化比较研究

From the organizational behavior point, this study initially explored how factors of educational changes influenced on teachers. This study adapted the questionnaire made up by Consortium for Cross-Culture Research in Education (CCCRE), by cooperating with other countries, interviewed 513 teachers in nine countries. The main results are as follows: 1. Factors of educational changes include: domain, origin, objective, teachers' role, and timetable. Comparative results show: More similarities than differences tend to be presented in five factors. The detail results are: in domain, it mainly involves teaching change and learning outcomes change; in origin, the educational change most teachers participated was initialed by government; in role, teachers more act as the implementer; in timetable, gradual development is the chief characteristic. 2. The domain of change, origin and teachers' role has a significant impact on the quality of worklife of teachers, but timetable of change has not. The further study about the influence of educational origin on the quality of worklife of teachers shows: Changes of teachers' time -using, professional development were significantly impacted by the origin of education, and there is a significant difference in the change of time-using among nine countries. 3. Change on students, change on teachers' relationship are two important factors to impact the teachers' evaluation about educational change. But the teachers' evaluation, teaching age and the change on relationship are valid factors to predicate teachers participate in next educational change. 4. Compared with the educational change of other eight countries, the change in school system management and the change in learning outcomes are more carried on in China. There is no significance about other factors between China and overall nine countries. In China, the educational change has a more positive impact on teachers' time-using and professional development, but professional development is also a important factor to impact teachers' evaluation on change; however there is a negative relationship between the Chinese teachers' evaluation and the teachers' participation in next change.