煤炭企业差序格局下员工安全行为路径研究*

为促进煤炭企业员工安全行为,减少生产安全事故,基于差序格局理论、资源保存理论和自我决定理论,构建差序式领导、组织认同、安全动机和员工安全行为的链式中介模型。通过路径检验和Bootstrap方法,对367名煤炭企业基层员工的有效问卷数据进行统计分析,探讨激发员工安全行为的有效路径。研究结果表明:煤炭企业中的差序式领导可正向影响员工安全遵从行为和安全参与行为,且对安全参与行为的促进作用更强;组织认同和安全动机在差序式领导与员工安全遵从行为、安全参与行为的关系中存在独立中介和链式中介作用,且相较于组织认同,安全动机的独立中介作用更强。研究结果可为建立合理的差序标准、采取适度偏私手段提供参考。     

A multilevel study of the relationships between diversity training,ethnic discrimination and satisfaction in organizations

The prevalence of diversity training has not been matched by empirical research on its effectiveness. Among the most notable gaps are an absence of attention to its impact on discrimination and limited consideration of organizational‐level factors. Results from employee surveys across 395 healthcare organizations reveal an effect of the extent of diversity training in organizations on ethnic minorities' experiences of discrimination. In addition, the results demonstrate that the consequences of ethnic discrimination for individuals' job attitudes are influenced by organizational‐level phenomenon. These findings highlight the importance of attending to ethnic discrimination as an outcome of diversity training with implications for employee attitudes. Copyright © 2010 John Wiley & Sons, Ltd.     

Self‐determination theory and work motivation

Cognitive evaluation theory, which explains the effects of extrinsic motivators on intrinsic motivation, received some initial attention in the organizational literature. However, the simple dichotomy between intrinsic and extrinsic motivation made the theory difficult to apply to work settings. Differentiating extrinsic motivation into types that differ in their degree of autonomy led to self‐determination theory, which has received widespread attention in the education, health care, and sport domains. This article describes self‐determination theory as a theory of work motivation and shows its relevance to theories of organizational behavior. Copyright © 2005 John Wiley & Sons, Ltd.     

Entrepreneurial motivation: A review of the literature and an agenda for future research

Given the substantial impact that new ventures have on the global economy, understanding what motivates entrepreneurs is of both practical and theoretical importance. Although research on the nature, causes, and consequences of entrepreneurial motivation has grown rapidly, it has evolved in distinct theoretical silos that tend to isolate motives based on the phase of business development (e.g., initiation, growth, and exit) rather than acknowledge that individuals often traverse all these phases and experience multiple types of motivation throughout their entrepreneurial journey. To advance the study of motivation in the fields of entrepreneurship and organizational behavior and provide a means through which these advancements can contribute to our understanding of how motivation drives the start-up, growth, and exiting of businesses, we organize and review the extant literature on entrepreneurial motives based on the phases of the new venture process. In doing so, this article develops a roadmap of the current state of entrepreneurial motivation research and its nomological network and provides suggestions to guide future research in extending our understanding of motivation in the entrepreneurship domain as well as in traditional organizational settings.     

Cross‐level effects of demography and diversity climate on organizational attachment and firm effectiveness

We studied the impact of demographic diversity on individual attachment and firm unit performance in a relatively diverse organization. We implemented cross‐level regression to study gender and race/ethnic categorical, relational, and organizational demography in a sample of 26 units part of a regional restaurant chain. At the individual level, we found that diversity climate (DC) moderates the impact of relational and categorical demography on affective organizational commitment, organizational identification, and intention to quit. At the organizational level, we found that DC moderates the impact of organizational diversity on firm productivity and return on profit. We discuss the importance of organizational DC as organizational context on individual attachment, and implications for firm effectiveness in diverse organizations. Copyright © 2007 John Wiley & Sons, Ltd.     

Multiple organizational identification levels and the impact of perceived external prestige and communication climate

Earlier studies have shown that perceived external prestige and communication climate influence organizational identification. In this paper we present the results of a study of the influence of communication climate and perceived external prestige on organizational identification at various organizational levels of a regional police organization. In total, 314 respondents filled out a questionnaire on communication climate, perceived external prestige and organizational identification. The results of this study show that communication climate has the strongest link with employee identification when it concerns the identification with the daily work group and a weaker one with the organization as a whole. It also appears that perceived external prestige has a stronger influence on the identification with the organization as a whole than on the identification at the more concrete organizational levels (such as department or work group). This research offers reasons to presuppose that organizational identification and communication climate are multiple constructs. If management wishes to influence organizational identification through a bottom‐up process, it is wise to pay particular attention to the communication climate in the work groups. Influencing organizational identification with the organization as a whole is better conducted through perceived external prestige. Copyright © 2006 John Wiley & Sons, Ltd.     

Organizational identification: Extending our understanding of social identities through social networks

Although organizational identification is founded on social identity and symbolic interactionist theories, current theories emphasize a social identity whereby organizational members categorize themselves and others based on roles and membership in an organization or work unit. In contrast symbolic interactionism, which resides in interpersonal relationships, is rarely theorized or empirically assessed in studies of organizational identification. We use survey data collected at an academic institution to explore how the strength and structure of an individual's social network both directly influences organizational identification as well as moderates the relation between social identity, or categorical, antecedents and organizational identification. Our results show that the size of an individual's network as well as the interaction between relationship strength and prestige better explain organizational identification than do antecedents based solely on categorization and social comparison processes. Thus networks of relationships, which have been a foundational but much neglected premise and process for organizational identification, are brought back into a theory of organizational identification. Copyright © 2010 John Wiley & Sons, Ltd.     

Beyond the mean: Understanding firm‐level consequences of variability in diversity climate perceptions

We develop and test an organizational‐level model of the consequences of diversity climate for company performance. Drawing from affective events theory and the organizational climate literature, we highlight the role of idiosyncrasies in employees' diversity climate perceptions. Specifically, we consider diversity climate strength (i.e., agreement in employees' climate perceptions) as a boundary condition of diversity climate's organizational‐level effects and expect high climate strength to be particularly beneficial in demographically diverse organizations. Moreover, we introduce collective positive affect as an underlying mechanism of diversity climate's conditional effects on company performance. Hypotheses are tested in a study of 82 German small‐and‐medium‐sized companies with 13,695 surveyed employees. Results show a moderated mediation relationship where diversity climate is only positively related to organizational performance (via collective positive affect) at relatively high diversity climate strength. Although this finding holds for both demographically diverse and homogeneous organizations, post hoc analyses provide initial evidence that a strong climate only helps to realize the effects of diversity climate on collective positive affect when members of age‐ and gender‐related demographic subgroups converge in their climate perceptions. Our study contributes to a better understanding of diversity climate as an effective lever for managing diversity.     

Cognitive and affective identification: Exploring the links between different forms of social identification and personality with work attitudes and behavior

Individuals often identify with groups in order to either reduce perceived uncertainty or to feel better about who they are as individuals. This suggests that cognitive and affective identification are two distinctive forms of social identification in organizational settings. Because neurotic individuals are highly motivated to reduce perceived uncertainty, they will tend to identify cognitively with groups. Extraverted individuals, on the other hand, are highly motivated to enhance how they feel about themselves and thus identify affectively with groups. Across three studies, we develop measures of cognitive and affective identification and then show that neuroticism is positively related to cognitive identification, whereas extraversion is positively related to affective identification. We also find that affective identification provides incremental predictive validity over and above cognitive identification in the prediction of organizational commitment, organizational involvement, and organizational citizenship behaviors. Copyright © 2012 John Wiley & Sons, Ltd.     

A multi‐level investigation of psychological contract breach and organizational identification through the lens of perceived organizational membership: Testing a moderated–mediated model

Drawing on the perceived organizational membership theoretical framework and the social identity view of dissonance theory, I examined in this study the dynamics of the relationship between psychological contract breach and organizational identification. I included group‐level transformational and transactional leadership as well as procedural justice in the hypothesized model as key antecedents for organizational membership processes. I further explored the mediating role of psychological contract breach in the relationship between leadership, procedural justice climate, and organizational identification and proposed separateness–connectedness self‐schema as an important moderator of the above mediated relationship. Hierarchical linear modeling results from a sample of 864 employees from 162 work units in 10 Greek organizations indicated that employees' perception of psychological contract breach negatively affected their organizational identification. I also found psychological contract breach to mediate the impact of transformational and transactional leadership on organizational identification. Results further provided support for moderated mediation and showed that the indirect effects of transformational and transactional leadership on identification through psychological contract breach were stronger for employees with a low connectedness self‐schema. Copyright © 2012 John Wiley & Sons, Ltd.     

Valuing diversity: a group‐value approach to understanding the importance of organizational efforts to support diversity

Using Leventhal's rules as well as the group‐value model of procedural justice, we first examined how the negative effects of perceived racial discrimination on procedural justice judgments can be attenuated by perceived organizational efforts to support diversity. Secondly, we examine how these effects ultimately impact affective commitment and organizational citizenship behavior. We found that employees who believe some individuals in the workplace are discriminating against them on the basis of race tend to report lower levels of procedural justice from the organization. However, this negative relationship was attenuated when employees perceived that their organization was making efforts to support diversity. Results suggest that individuals' perceptions of organizational efforts to support diversity can help restore perceptions of procedural justice for employees who experience racial discrimination at work. Improving procedural justice also positively impacts affective commitment and organizational citizenship behavior directed at the organization. Copyright © 2009 John Wiley & Sons, Ltd.     

Assessing diversity climate: A field study of reactions to employer efforts to promote diversity

Based on intergroup theory, this study examined relationships among group characteristics (racioethnicity, gender, and level), contextual organizational unit characteristics (gender and racioethnic heterogeneity, resource support for women and racioethnic minorities) and perceptions of diversity climate by faculty at a large university. Compared to white men, white women and racioethnic minorities placed greater value on employer efforts to promote diversity, and held more favorable attitudes about the qualifications of women and racioethnic minorities. The study found that group rather than contextual organizational unit characteristics were more strongly related to diversity climate. However, the organizational unit characteristic, gender heterogeneity, was significantly related to valuing diversity. The greater the ratio of women in a unit, regardless of the respondents' gender, racioethnicity or level, the more favorable diversity activities were viewed. In addition, units whose allocation of resources to racioethnic minorities were perceived as insufficient by respondents were more likely to have members who valued diversity and held favorable perceptions toward the qualifications of racioethnic minorities. Implications for organizations and future research are offered.     

组织氛围对建筑工人不安全行为的影响机理及实证研究

为了研究组织氛围对建筑工人不安全行为的影响,从班组级安全氛围、班组级安全教育和项目级安全氛围三个层面测量组织氛围,基于组织氛围与安全态度、不安全动机及安全能力之间的关系,构建建筑工人不安全行为发生的机理。通过23个项目267份有效问卷收集数据,采用结构方程模型（SEM）进行验证,采用决策试验和评价实验室（DEMATEL）进一步计算和分析各潜变量之间的影响度和被影响度。研究结果表明:班组级安全氛围对安全态度、班组级安全教育对安全态度、安全能力对安全态度、安全态度对安全动机的影响显著;安全动机和安全能力对不安全行为的影响显著;班组级安全氛围、班组级安全教育和项目级安全氛围之间相互关系显著;班组级安全氛围、班组级安全教育和项目级安全教育是典型的原因影响因素,通过安全态度共同影响不安全行为。根据研究结果,提出应对措施,可为安全管理工作提供理论指导。     

A dimensional analysis of supervisor and subordinate attributions of success and failure

Supervisors in five organizations and subordinates in three organizations were asked how important four primary causes of behaviour—motivation, ability, luck and task difficulty—were as causes of subordinate performance. Consistent across all eight samples, organizational members perceived motivation and ability as more important causes of subordinate success than failure. Task difficulty was perceived as a more important determinant of failure than task ease was of success. Luck was the least important cause of both success and failure. Factor analysis revealed that supervisors and subordinates utilized the internal-external locus of causality dimension to explain subordinate success and failure. It was concluded that organizational members rely upon similar causal schemata to explain performance outcomes.     

Process‐orientation versus outcome‐orientation during organizational change: the role of organizational identification

In this paper we argue that organizational identification is predictive of employee interests and concerns during periods of organizational change. More specifically, we assert that organizational identification may largely determine whether employees may be focused upon the change related outcomes (e.g., salary, expenses, etc.), or on the change processes (e.g., procedures, voice and participation options, etc.). Data of both a scenario experiment and a survey are presented indicating that high and low identifiers indeed are differentially interested in process and outcome information. The results suggest that people who identify less with the organization are more likely to be focused upon the change outcomes then on the change process, while people who identify highly (i.e., deep structure) with the organization are more likely to be focused upon the change processes then on the change outcomes. The benefits of awareness of organizational members' level of identification for organizational change management are discussed. Copyright © 2006 John Wiley & Sons, Ltd.     

Designing effective diversity training: influence of group composition and trainee experience

Despite the popularity of diversity training in corporate America, a lack of systematic evaluation has left managers with little guidance on how to design effective diversity training programmes. In this research, we examine how training group composition and trainee experience interact to influence the effects of diversity training on cognitive, affective, and behavioral outcomes. Results indicate that trainees with prior experience with diversity training responded most positively to training groups homogeneous with respect to racioethnicity and nationality; trainees without prior experience with diversity training were generally unaffected by training group composition. The implications of these findings for the design of diversity training programmes in organizations and future research on diversity training are discussed. Copyright © 2001 John Wiley & Sons, Ltd.     

The impact of organizational climate on safety climate and individual behavior

Relatively little previous research has investigated the meechanisms by which safety climate affects safety behavior. The current study examined the effects of general organizational climate on safety climate and safety performance. As expected, general organizational climate exerted a significant impact on safety climate, and safety climate in turn was related to self-reports of compliance with safety regulations and procedures as well as participation in safety-related activities within the workplace. The effect of general organizational climate on safety performance was mediated by safety climate, while the effect of safety climate on safety performance was partially mediated by safety knowledge and motivation.     

From being diverse to becoming diverse: A dynamic team diversity theory

On the basis of the literature of open systems and team diversity, we present a new dynamic team diversity theory that explains the effect of change in team diversity on team functioning and performance in the context of dynamic team composition. Building upon the conceptualization of teams as open systems, we describe the enlargement and decline of team variety, separation, and disparity through member addition, subtraction, and substitution. Then, focusing on diversity enlargement, we theorize the contemporaneous and lasting effects of team diversity change on team performance change and on team processes and states leading to them. Dynamic team diversity theory expands the focus of team diversity research from teams' being more diverse than others to teams' becoming more diverse than before. It aims to advance team diversity research to be better aligned with the organizational reality of dynamic team composition. We also discuss methodological considerations in subsequent empirical testing of the theory and highlight how the theory and future research may help to guide organizational practice in recomposing work teams.     

Evidence toward an expanded model of organizational identification

Recent research on organizational identification has called for the consideration of an expanded model of identification, which would include a more thorough treatment of the ways an individual could derive his or her identity from the organization. This paper begins to answer that call by testing operationalizations of the four dimensions of the expanded model: identification, disidentification, ambivalent identification, and neutral identification. Survey results from 330 employed adults support the discriminability of the four dimensions. This exploratory study also begins to establish the criterion‐related validity of the model by examining organizational, job‐related, and individual difference variables associated with the four dimensions of the model, and suggests implications for the expanded model's strong potential for applications in organizational identification research. Copyright © 2004 John Wiley & Sons, Ltd.     

The influence of age on volunteer contributions in a nonprofit organization

This study examines the role of chronological age and age diversity in relation to the effects of organizational influences on the contributions of 458 volunteers in 74 geographically dispersed teams of a large nonprofit organization. The results indicate that the quality of member selection has a greater positive influence on in‐role performance for older rather than younger volunteers that the quality of training for group members has a greater positive influence on in‐role performance for volunteers who are less dissimilar in age from others in the group, and that the positive effects of chronological age on helping behaviors depend on the mean age of the group such that it is stronger for groups with older age means. The findings are discussed along with their practical implications. Copyright © 2007 John Wiley & Sons, Ltd.