樊景立版的组织公民行为量表Word文档格式.docx
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樊景立版的组织公民行为量表Word文档格式.docx
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1 - 非常不同意
5 - 有点同意
2 - 相当不同意
6 - 相当同意
3 - 有点不同意
7 - 非当同意
4 - 不能确定
Identificationwiththecompany
认同组织
Eagertotelloutsidersgoodnewsaboutthecompanyandclarifytheirmisunderstandings
主动对外介绍或宣传公司优点,或澄清他人对公司的误解。
Willingtostanduptoprotectthereputationofthecompany.
努力维护公司形象,并积极参与有关活动。
Makesconstructivesuggestionsthatcanimprovetheoperationofthecompany.
主动提出建设性的改善方案,供公司有关单位参考。
Activelyattendscompanymeetings.
以积极的态度参与公司内相关会议。
Altruismtowardcolleagues
协助同事
Willingtoassistnewcolleaguestoadjusttotheworkenvironment.
主动帮助新进同仁适应工作环境。
Willingtohelpcolleaguesolvework-relatedproblems.
乐意协助同仁解决工作上的困难。
Willingtocoverworkassignmentsforcolleaguewhenneeded.
主动分担或代理同事之工作。
Willingtocoordinateandcommunicatewithcolleagues.
主动与同事协调沟通。
Impersonalharmony
不生事争利(人际和睦)
Oftenspeaksillofthesupervisororcolleaguesbehindtheirbacks.(R)
经常在背后批评主管或谈论同事之隐私。
(R)
Usesillicittacticstoseekpersonalinfluenceandgainwithharmfuleffectoninterpersonalharmonyintheorganization.(R)
在公司内争权夺利,勾心斗角,破坏组织和谐。
Usespositionpowertopursueselfishpersonalgain.(R)
假公济私,利用职权谋取个人利益。
Takescredits,avoidsblames,andfightsfiercelyforpersonalgain.(R)
斤斤计较,争功诿过,不惜抗争以获得个人利益。
Protectingcompanyresources
公私分明
Conductspersonalbusinessoncompanytime(e.g.,tradingstocks,shopping,goingtobarbershops).(R)
利用上班时间处理私人事务,如买股票,跑银行,逛街,购物,上理容院...等。
Usescompanyresourcestodopersonalbusiness(e.g.,companyphones,copymachines,computers,andcars).(R)
利用公司资源处理私人事务,如:
私自利用公电话,复印机,计算机,公务车...等。
Viewssickleaveasbenefitandmakesexcusefortakingsickleave.(R)
经常借口请假,视为福利。
Conscientiousness
敬业守法
Oftenarrivesearlyandstartstoworkimmediately.
上班时经常提早到达,并着手处理公务。
Takesone’sjobseriouslyandrarelymakesmistakes.
工作认真,并且很少出差错。
Complieswithcompanyrulesandproceduresevenwhennobodywatchesandnoevidencecanbetraced.
即使无人注意或无据可查时,亦随时遵守公司规定。
Doesnotmindtakingneworchallengingassignments.
从不挑选工作,尽可能接受新的或困难的任务。
Trieshardtoself-studytoincreasethequalityofworkoutputs.
为提升工作品质,而努力自我充实。
信 度:
效 度:
备 注:
OrganizationalJusticeScale
组织公平量表
JasonA.Colquitt
Colquitt,J.A.(2001)."
OntheDimensionalityofOrganizationalJustice:
AConstructValidationofaMeasure."
JournalofAppliedPsychology86(3):
386-400.
Proceduraljustice
Thefollowingitemsreferstotheproceduresusedtoarriveatyour(outcome).Towhatextent:
1.Haveyoubeenabletoexpressyourviewsandfeelingsduringtheseprocedures?
2.Haveyouhadinfluencesoverthe(outcome)arrivedatbythoseprocedures?
3.Havethoseproceduresbeenappliedconsistently?
4.Havethoseproceduresbeenfreeofbias?
5.Havethoseproceduresbeenbasedonaccurateinformation?
6.Haveyoubeenabletoappealthe(outcome)arrivedatbythoseprocedures?
7.Havethoseproceduresupheldethicalandmoralstandards?
Distributivejustice
Thefollowingitemsrefertoyour(outcome).Towhatextent:
1.Dosyour(outcome)reflecttheeffortyouhaveputintoyourwork?
2.Isyour(outcome)appropriatefortheworkyouhavecompleted?
3.Doesyour(outcome)reflectwhatyouhavecontributedtotheorganization?
4.Isyour(outcome)justified,givenyourperformance?
Interpersonaljustice
Thefollowingitemsreferto(theauthorityfigurewhoenactedtheprocedure).Towhatextent:
1.Has(he/she)treatedyouinapolitemanner?
2.Has(he/she)treatedyouwithdignity?
3.Has(he/she)treatedyouwithrespect?
4.Has(he/she)refrainedfromimproperremarksorcomments?
Informationaljustice
1.Has(he/she)beencandidin(his/her)communicationwithyou?
2.Has(he/she)explainedtheproceduresthoroughly?
3.Were(his/her)explanationsregardingtheproceduresreasonable?
4.Has(he/she)communicateddetailsinatimelymanner?
5.Has(he/she)seemedtotailor(his/her)communicationstoindividuals’specificneeds?
ProceduralJustice
程序公平
Farh,J.-L.,P.C.Earley,etal.
Farh,J.-L.,P.C.Earley,etal.(1997)."
Impetusforaction:
Aculturalanalysisofjusticeand..."
AdministrativeScienceQuarterly42(3):
421.
ThesampleforthisstudyconsistedofemployeesdrawnfromeightcompaniesintheelectronicsindustryofTaiwan.Alleightcompanieswerelocallyownedandweremembersofthe500largestcompaniesinTaiwan.Thirtytofortymatchingquestionnairesweredistributedtosupervisorsandsubordinatesineachcompany.Thesampleconsistedmainlyoflowtomid-levelmanagers,engineers,salespersons,andclericalstaff.
Participation
1.Managersatalllevelsparticipateinpayandperformanceappraisaldecisions;
2.Throughvariouschannels,mycompanytriestounderstandemployees’opinionsregardingpayandperformanceappraisalpoliciesanddecisions.
3.Paydecisionsaremadeexclusivelybytopmanagementinmycompany;
othersareexcludedfromthisprocess;
(R)
4.Mycompanydoesnottakeemployees’opinionsintoaccountindesigningpayandperformanceappraisalpolicies.(R)
Cronbachalphawas.71
7-pointscale(1=stronglydisagree,7=stronglyagree)
AppealMechanism
Thecompanyhasaformalappealchannel;
Thecompanyimposesatimelimitwithinwhichtheresponsiblepartiesmustrespondtotheemployee’appeal;
Employees’questionsconcerningpayorperformanceappraisalareusuallyansweredpromptlyandsatisfactorily.
Cronbachalphawas.81
Cronbachalphawas.717-pointscale(1=stronglydisagree,7=stronglyagree)
JusticeScale
公平问卷
Niehoff,B.P.,&
Moorman,R.H.
Moorman,R.H.(1993).Justiceasamediatoroftherelationshipbetweenmethodsofmonitoringandorganizationalcitizenshipbehaviors.AcademyofManagementJournal,36(3),527-556.
Sample:
Theemployeesandgeneralmanagersofanationalmovietheatermanagementcompanythatoperated11theatersinalargesouthwesterncitywerestudied.Theemployees(N=213)averaged19.9yearsofageandnearlytwoyearsofexperienceworkinginthetheaters.Amajorityhadcompletedhighschool,butonly17percenthadcompletedcollege.Eachtheaterwasundertheauthorityofageneralmanager;
thus,11generalmanagerstookpartinthestudy.Thenumberofemployeespertheatervariedfrom15to45.Ateachlocation,agroupofassistantmanagersaidedthegeneralmanagerintheoperationofthetheater,buttherewerenodirectlinesofauthoritybetweentheseassistantsandspecificemployees.Infact,thevicepresidentforhumanresourcesdescribedtheassistantmanagersasapoolofassistantswhocouldbeassignedtoanyshiftonanyday.Theoneconstantateachtheaterwasthateachgeneralmanagerhadultimateresponsibilityfortheoperationandwason-siteformostofthetheater'
shoursofbusiness.Theassistantmanagerswerenotincludedinthedataforthisstudy.
Theemployeescompletedasurveydescribingtheirperceptionsofdistributiveandproceduraljusticeandthemonitoringbehaviorsoftheirgeneralmanager.Sincetheassistantmanagersworkedvariousshiftsbutthegeneralmanagersremainedon-siteformostoftheworkinghours,weconsideredthegeneralmanagerstheappropriatereferentsforthemeasurementofleadermonitoringbehaviors.Thegeneralmanagersprovideddataforthemeasuresoforganizationalcitizenshipbehavior;
somegeneralmanagersassessedOCBfor15employees,andsomeassessed45employees.
Allsurveyswerecompletedoncompanytime.Sincedatawerebeingcollectedfromtwosources,employeesandgeneralmanagers,weaskedallparticipantstoputtheirnamesonthesurveysbuttookprecautionstoinsureconfidentiality.Eachemployeereceivedanenvelopeinwhichtosealthecompletedsurveyandmaileditdirectlytous.Intotal,213outof260employeesurveyswerereturnedforaresponserateof81percent.Conversationswiththecompany'
svicepresidentforhumanresourcessuggestedthatthedemographiccharacteristicsoftherespondentsreflectedthoseofthegeneralpopulationofemployeesatthetheaters.
Allitemsusedaseven-pointresponseformat.
1.
Myworkscheduleisfair.
2.
Ithinkthatmylevelofpayisfair.
3.
Iconsidermyworkloadtobequitefair.
4.
Overall,therewardsIreceiveherearequitefair.
5.
Ifeelthatmyjobresponsibilitiesarefair.
Formalprocedures
Jobdecisionsaremadebythegeneralmanagerinanunbiasedmanner.
Mygeneralmanagermakessurethatallemployeeconcernsareheardbeforejobdecisionsaremade.
Tomakejobdecisions,mygeneralmanagercollectsaccurateandcompleteinformation.
Mygeneralmanagerclarifiesdecisionsandprovidesadditionalinformationwhenrequestedbyemployees.
Alljobdecisionsareappliedconsistentlyacrossallaffectedemploye
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