樊景立组织公民行为量表组织公平量表文档格式.docx
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樊景立组织公民行为量表组织公平量表文档格式.docx
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in
Chinese
society.〞
Administrative
Science
Quarterly,
1997,
42,
421-444.
简
介:
条
目:
部属的工作行为:
以以下表达来描述他(她)的行为您是否同意?
请逐项阅读后填答。
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
Identification
with
the
company
认同组织
Eager
to
tell
outsiders
good
news
about
clarify
their
misunderstandings
主动对外介绍或宣传公司优点,或澄清他人对公司的误解。
Willing
stand
up
protect
reputation
company.
努力维护公司形象,并积极参与有关活动。
Makes
constructive
suggestions
that
can
improve
operation
主动提出建立性的改善方案,供公司有关单位参考。
Actively
attends
meetings.
以积极的态度参与公司相关会议。
Altruism
toward
colleagues
协助同事
assist
new
adjust
work
environment.
主动帮助新进适应工作环境。
help
colleague
solve
work-related
problems.
乐意协助解决工作上的困难。
cover
assignments
when
needed.
主动分担或代理同事之工作。
coordinate
communicate
colleagues.
主动与同事协调沟通。
Impersonal
harmony
不生事争利
(人际和睦)
Often
speaks
ill
supervisor
or
behind
backs.
(R)
经常在背后批评主管或谈论同事之隐私。
Uses
illicit
tactics
seek
personal
influence
gain
harmful
effect
on
interpersonal
organization.
(R)
在公司争权夺利,勾心斗角,破坏组织和谐。
position
power
pursue
selfish
gain.
假公济私,利用职权谋取个人利益。
Takes
credits,
avoids
blames,
fights
fiercely
斤斤计较,争功诿过,不惜抗争以获得个人利益。
Protecting
resources
公私清楚
Conducts
business
time
(e.g.,
trading
stocks,
shopping,
going
barber
shops).
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。
do
phones,
copy
machines,
computers,
cars).
利用公司资源处理私人事务,如:
私自利用公,复印机,计算机,公务车...等。
Views
sick
leave
as
benefit
makes
excuse
taking
leave.
经常借口请假,视为福利。
Conscientiousness
敬业守法
arrives
early
starts
immediately.
上班时经常提早到达,并着手处理公务。
one’s
job
seriously
rarely
mistakes.
工作认真,并且很少出过失。
Complies
rules
procedures
even
nobody
watches
no
evidence
be
traced.
即使无人注意或无据可查时,亦随时遵守公司规定。
Does
not
mind
challenging
assignments.
从不挑选工作,尽可能承受新的或困难的任务。
Tries
hard
self-study
increase
quality
outputs.
为提升工作品质,而努力自我充实。
信
度:
效
备
注:
Justice
组织公平量表
Jason
A.
Colquitt
Colquitt,
(2001).
"
On
Dimensionality
Justice:
Construct
Validation
a
Measure."
Journal
Applied
Psychology
86(3):
386-400
Procedural
Thefollowingitemsreferstotheproceduresusedtoarriveatyour(outcome).Towhatextent:
1.Haveyoubeenabletoexpressyourviewsandfeelingsduringtheseprocedures?
2.Haveyouhadinfluencesoverthe(outcome)arrivedatbythoseprocedures?
3.Havethoseproceduresbeenappliedconsistently?
4.Havethoseproceduresbeenfreeofbias?
5.Havethoseproceduresbeenbasedonaccurateinformation?
6.Haveyoubeenabletoappealthe(outcome)arrivedatbythoseprocedures?
7.Havethoseproceduresupheldethicalandmoralstandards?
Distributive
Thefollowingitemsrefertoyour(outcome).Towhatextent:
1.Dosyour(outcome)reflecttheeffortyouhaveputintoyourwork?
2.Isyour(outcome)appropriatefortheworkyouhavecompleted?
3.Doesyour(outcome)reflectwhatyouhavecontributedtotheorganization?
4.Isyour(outcome)justified,givenyourperformance?
Interpersonal
Thefollowingitemsreferto(theauthorityfigurewhoenactedtheprocedure).Towhatextent:
1.Has
(he/she)
treated
you
polite
manner?
.
2.Has
dignity?
3.Has
respect?
4.Has
refrained
from
improper
remarks
comments?
Informational
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?
程序公平
J.-L.,
et
al.
(1997).
Impetus
ofjustice
and..."
Quarterly
42(3):
421.
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
7-pointscale(1=stronglydisagree,7=stronglyagree)
Cronbach
alpha
was
.71
7-point
scale
(1=strongly
disagree,
7=strongly
agree)
公平问卷
Niehoff,
B.
P.,
Moorman,
R.
H.
Niehoff,B.P.,&
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.
Distributivejustice
1.Myworkscheduleisfair.
2.Ithinkthatmylevelofpayisfair.
3.Iconsidermyworkloadtobequitefair.
4.Overall,therewardsIreceiveherearequitefair.
5.Ifeelthatmyjobresponsibilitiesarefair.
Formalprocedures
1.Jobdecisionsaremadebythegeneralmanagerinanunbiasedmanner.
2.Mygeneralmanagermakessurethatallemployeeconcernsareheardbeforejobdecisionsaremade.
3.Tomakejobdecisions,mygeneralmanagercollectsaccurateandcompleteinformation.
4.Mygeneralmanagerclarifiesdecisionsandprovidesadditionalinformationwhenrequestedbyemployees.
5.Alljobdecisionsareappliedconsistentlyacrossallaffectedemployees.
6.E
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