负性情绪对分泌型免疫球蛋白A的影响以及事件相关电位的关联变化

Although the influence of emotional states on immune function has been generally recognized, researches on the effects of negative emotion on individual SIgA levels have reported mixed findings. Our study aimed to elucidate the relationship between changes in EEG activity and cognitive and psychological mechanisms to the immune changes induced by negative emotion. In experiment one, we investigated how the negative emotional arousal that was induced by watching a number of unpleasant pictures altered the concentration of secretory immunoglobulin A (SIgA). Although our results found discrepancies in the changing tendency of SIgA concentration among participants (some participants’ SIgA decreased after watching unpleasant pictures, whereas others increased), further analysis revealed a coherency among the changing of SIgA concentration, participants’ general coping styles and their actual emotion regulation strategies in perceiving unpleasant pictures, and the event-related potentials (ERPs) associated with the watching of unpleasant pictures. The participants whose SIgA increased after watching unpleasant pictures (the increasers) had higher positive coping scores in the Trait Coping Styles Questionnaire (TCSQ) than those whose SIgA decreased (the decreasers). Also, relative to the decreasers, the increasers tended to use more emotion regulation strategies especially when the presented pictures were extremely negative and exhibited a reverse dissociation pattern between the extremely negative pictures and the moderately negative ones in the amplitude of late positive potential (LPP) that was related to the cognitive evaluation of stimuli’s meaning. On this basis, Event-related potentials were recorded first while participants passively viewed unpleasant pictures, and then during an emotion regulation block in which participants were instructed to reappraise unpleasant pictures in the experiment two. We also collected the immune index before and after the passive viewing block and the emotion regulation block. Our study proved that participants felt a less intense emotional response to unpleasant pictures that followed a reappraisal instruction. The decreasing emotional responding to unpleasant pictures decreased the amplitude of the LPP. But larger N2 was induced in the emotion regulation block, because the participants needed to obtained more attentional resources to detect and integrate more stimulus features to use the cognitive reappraisal strategy effectively. The present study has important theoretic and practical significance. For the theoretic significance, our study elucidated the relationship between changes in EEG activity and cognitive and psychological mechanisms to the immune changes induced by negative emotion by using the technologies of ERP, experimental interview and psychological measurement. Meanwhile, our study also provided an explanation for the different changing tendencies of SIgA induced by negative emotions, and it plays an important role in further studying the cognitive neural mechanisms of immune level in response to emotion. As to the practical significance, our study suggests that individuals who use active emotion regulation in the face of negative emotion stimuli may experience significantly increases in immune system function, subsequently lowering the possibility of infection.

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.

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.