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.

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.

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.

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.