樊景立组织公民行为量表组织公平量表.docx
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樊景立组织公民行为量表组织公平量表.docx
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樊景立组织公民行为量表组织公平量表
樊景立-组织公民行为量表、组织公平量表
OrganizationalCitizenshipBehavior(OCB)Scale
英文名称:
OrganizationalCitizenshipBehavior(OCB)Scale
中文名称:
组织公民行为量表作者:
Farh,J.L.,Earley,PC.,&Lin,S.C.
出处:
society.Administ
Farh,J.L.,Earley,PC.,&Lin,S.C.“Impetusforaction:
AculturalanalysisofjusticeandorganizationalcitizenshipbehaviorinChineserativeScienceQuarterly,1997,42,421-444.
简介:
条目:
部属的工作行为:
以下列叙述来描述他(她)的行为您是否同意?
请逐项阅读后填
答。
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)
Usesillicittacticstoseekpersonalinfluenceandgainwithharmfuleffecton
interpersonalharmonyintheorganization.(R)
在公司内争权夺利,勾心斗角,破坏组织和谐。
(R)
Usespositionpowertopursueselfishpersonalgain.(R)
假公济私,利用职权谋取个人利益。
(R)
Takescredits,avoidsblames,andfightsfiercelyforpersonalgain.(R)
斤斤计较,争功诿过,不惜抗争以获得个人利益。
(R)
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。
(R)
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。
(R)
Viewssickleaveasbenefitandmakesexcusefortakingsickleave.(R)经常借口请假,视为福利。
(R)
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。
Complieswithcompanyrulesandproceduresevenwhennobodywatchesa
ndnoevideneecanbetraced.
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
英文名称:
OrganizationalJusticeScale
中文名称:
组织公平量表
作者:
JasonA.Colquitt
出处:
Colquitt,J.A.(2001)."OntheDimensionalityofOrganizationalJusti
ce:
AConstructValidationofaMeasure."JournalofAppliedPsychology86(3)
:
386-400
条目:
Proceduraljustice
Thefollowingitemsreferstotheproceduresusedtoarriveatyour
(outcome).Towhatextent:
1.Haveyoubeenabletoexpressyourviewsandfeelingsduringthese
procedures?
2.Haveyouhadinfluencesoverthe(outcome)arrivedatbythose
procedures?
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?
4.1syour(outcome)justified,givenyourperformanee?
Interpersonaljustice
Thefollowingitemsreferto(theauthorityfigurewhoenactedthe
procedure).Towhatextent:
1.Has(he/she)treatedyouinapolitemanner?
.
2.Has(he/she)treatedyouwithdignity?
3.Has(he/she)treatedyouwithrespect?
4.Has(he/she)refrainedfromimproperremarksorcomments?
Informationaljustice
Thefollowingitemsreferto(theauthorityfigurewhoenactedthe
procedure).Towhatextent:
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)communicationstoindividualsspecificneeds?
信度:
效度:
备注:
ProceduralJustice
英文名称:
ProceduralJustice
中文名称:
程序公平
作者:
Farh,J.-L.,PC.Earley,etal.
出处:
Farh,J.-L.,PC.Earley,etal.(1997)."Impetusforaction:
Aculturalan
alysisofjusticeand..."AdministrativeScieneeQuarterly42(3):
421.
简介:
条目:
Farh,J.-L.,P.C.Earley,etal.(1997)."Impetusforaction:
Acultural
analysisofjusticeand..."AdministrativeScieneeQuarterly42(3):
421.
ThesampleforthisstudyconsistedofemployeesdrawnfromeightcompaniesintheelectronicsindustryofTaiwan.Alleightcompanieswerelocallyownedandweremembersofthe500largestcompaniesinTaiwan.
Thirtytofortymatchingquestionnairesweredistributedtosupervisorsandsubordinatesineachcompany.Thesampleconsistedmainlyoflowtomid-levelmanagers,engineers,salespersons,andclericalstaff.
Participation
1.Managersatalllevelsparticipateinpayandperformaneeappraisal
decisions;
2.Throughvariouschannels,mycompanytriestounderstandemployees'opinionsregardingpayandperformaneeappraisalpoliciesanddecisions.
3.Paydecisionsaremadeexclusivelybytopmanagementinmycompany;othersareexcludedfromthisprocess;(R)
4.Mycompanydoesnottakeemployees'opinionsintoaccountindesigning
payandperformaneeappraisalpolicies.(R)Cronbachalphawas.71
7-pointscale(1=stronglydisagree,7=stronglyagree)
AppealMechanismThecompanyhasaformalappealchannel;
Thecompanyimposesatimelimitwithinwhichtheresponsiblepartiesmustrespondtotheemployee'appeal;
Employees'questionsconcerningpayorperformaneeappraisalareusually
answeredpromptlyandsatisfactorily.Cronbachalphawas.81
7-pointscale(1=stronglydisagree,7=stronglyagree)
信度:
Cronbachalphawas.717-pointscale(1=stronglydisagree,7=stron
glyagree)
效度:
备注:
JusticeScale
英文名称:
JusticeScale
中文名称:
公平问卷
作者:
Niehoff,B.P.,&Moorman,R.H.
出处:
Niehoff,B.P,&Moorman,R.H.(1993).Justiceasamediatoroftherelationshipbetweenmethodsofmonitoringandorganizationalcitizenshipbehaviors.AcademyofManagementJournal,36(3),527-556.
简介:
条目:
Sample:
Theemployeesandgeneralmanagersofanationalmovietheatermanagementcompanythatoperated11theatersinalargesouthwesterncitywerestudied.Theemployees(N=213)averaged19.9yearsofageandnearlytwoyearsofexperieneeworkinginthetheaters.Amajorityhad
completedhighschool,butonly17percenthadcompletedcollege.Eachtheaterwasundertheauthorityofageneralmanager;thus,11generalmanagerstookpartinthestudy.Thenumberofemployeespertheatervariedfrom15to45.Ateachlocation,agroupofassistantmanagersaidedthegeneralmanagerintheoperationofthetheater,buttherewerenodirectlinesofauthoritybetweentheseassistantsandspecificemployees.Infact,thevicepresidentforhumanresourcesdescribedtheassistantmanagersasapoolofassistantswhocouldbeassignedtoanyshiftonanyday.Theoneconstantateachtheaterwasthateachgeneralmanagerhad
ultimateresponsibilityfortheoperationandwason-siteformostofthe
theater'shoursofbusiness.Theassistantmanagerswerenotincludedinthedataforthisstudy.
Theemployeescompletedasurveydescribingtheirperceptionsofdistributiveandproceduraljusticeandthemonitoringbehaviorsoftheir
generalmanager.Sincetheassistantmanagersworkedvariousshiftsbutthegeneralmanagersremainedon-siteformostoftheworkinghours,weconsideredthegeneralmanagerstheappropriatereferentsforthe
measurementofleadermonitoringbehaviors.Thegeneralmanagers
provideddataforthemeasuresoforganizationalcitizenshipbehavior;
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.Alljobdecisi
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