Citizenship under pressure: What's a “good soldier” to do?

Organizational citizenship behaviors (OCBs) are typically defined as discretionary behaviors that contribute to the effective functioning of organizations. Prior research has generally focused on instances in which employees willingly engage in such behaviors; however, because OCBs are often informally encouraged and rewarded, workers may experience pressure to be “good soldiers” within their organizations. Using a sample of 245 employees, our findings indicate that citizenship pressure is related to increased levels of OCB, particularly among unmarried and less conscientious employees. However, there appear to be negative consequences associated with citizenship pressure, even when controlling for OCB and other job demands, such as role overload and hours worked. In particular, citizenship pressure is associated with work–family conflict, work–leisure conflict, job stress, and intentions to quit. Implications of this study and some directions for future research are also discussed. Copyright © 2009 John Wiley & Sons, Ltd.     

Bringing the outside in: Can “external” workers experience insider status?

The current study examines the possibility that agency workers can experience perceived insider status despite their assumed “outsider” category. One hundred ninety‐one agency workers from Canadian financial firms completed surveys assessing agency worker perceptions regarding the level of support from both their supervisors and the client firms' permanent workers, as well as the agency workers' level of perceived insider status and affective commitment toward the client firm. Agency worker supervisors (within the client firm) assessed the agency workers' level of interpersonal facilitation. Results indicate that: (1) Agency workers can experience perceived insider status, regardless of their objective classification as outsiders; (2) perceived support from supervisors and the client firms' permanent workers contribute to agency worker perceptions of insider status; and (3) perceptions of insider status are associated with higher levels of both affective commitment and interpersonal facilitation, even in workers that are considered marginally tied to the organization. Copyright © 2009 John Wiley & Sons, Ltd.     

Is “feeling good” good enough? Differentiating discrete positive emotions at work

Overwhelming evidence demonstrates the benefits of positive affect for various life and work outcomes. However, the relevant organizational research almost exclusively has focused on general positive affect, thereby implying that all positive affect has consistent and equal relationships with other work variables. The purposes of this theoretical paper are to review and highlight research from basic psychology demonstrating the unique nature and correlates of specific positive emotions and to translate those ideas and findings into the organizational context. Specifically, we discuss three discrete positive emotions—pride, interest, and gratitude—and offer propositions regarding their differential effects on relevant workplace outcomes and regarding the differential antecedents of them. Our hope is that this paper stimulates future research on this topic, and we offer specific research strategies and ideas to facilitate those endeavors. Copyright © 2014 John Wiley & Sons, Ltd.     

“Embedded” at hire? Predicting the voluntary and involuntary turnover of new employees

Embeddedness theory has been invoked to describe factors that constrain employee turnover, such as fit with the environment, interpersonal links, and potentially sacrificed benefits. In contrast with previous assumptions that embeddedness requires considerable time to develop on the job, we extend theory by demonstrating how biographical characteristics (i.e., biodata), assessed at or before the point of hire, are related to individual's propensity to be embedded, while also showing how such characteristics predict one's future turnover likelihood. Beyond voluntary turnover, we also build embeddedness‐based theoretical explanations for involuntary turnover (i.e., terminations). To test these ideas, we conducted two studies at and before employees' point of hire, respectively: Study 1 examined how assessed biodata items of new employees relate to established embeddedness measures, whereas Study 2 linked the same biodata items assessed during the application process to employees' future involuntary, avoidable voluntary, and unavoidable voluntary turnover. Study 1 results revealed various biodata items predicted embeddedness in two distinct samples. In Study 2, results showed that biodata predicted turnover forms in unique ways. Our study highlights the utility of point‐of‐hire embeddedness propensity as a means to explain organizational exit, thereby demonstrating how organizations can use embeddedness tenets for employee recruitment and selection purposes.     

Should we be “challenging” employees?: A critical review and meta‐analysis of the challenge‐hindrance model of stress

The challenge‐hindrance model of stress proposes that stressors can be divided into two distinct groups: those that challenge employees and those that hinder employees. This critical review seeks to explain the history of the model and its basic tenets, while succinctly summarizing the findings of existing studies based on the model. A thorough search of the stress literature uncovered 32 studies that specifically examined the relationship between challenge and hindrance stressors and important personal/organizational variables. Results were reviewed and analyzed, specifically by describing past meta‐analyses on the model, looking at the overall pattern of results from primary studies, and meta‐analyzing the relationships presented in those papers. This synthesis suggests that although there are some differential relationships of challenge and hindrance stressors with organizational variables (e.g., performance and engagement), the relationships to other key variables, such as counterproductive work behaviors, psychological strains, and physical health, are consistently negative for both challenge and hindrance stressors. Thus, we propose that stress research move away from the current challenge‐hindrance model in favor of other established models and/or a more appraisal‐based approach.     

Big‐B versus Big‐O: what is organizational about organizational behavior?*

This paper is an empirically grounded essay about the current state of organizational behavior (OB) research and productive future directions. We report the results of a survey of OB scholars about the current importance of various research topics and their importance in an ideal world. We compare the survey responses with an archival analysis of papers published in leading OB journals over a 10‐year period. We suggest that many of the topics that our respondents perceive to be ‘under researched’ can be summarized with one particular definition of OB that emphasizes organizing behavior. Considering all three definitions together, we highlight the limitations of the traditional (Big‐B and Contextualized‐B) definitions and discuss the benefits of a more organizational (Big‐O) approach. Copyright © 2001 John Wiley & Sons, Ltd.     

201O年新年献词

一元复始,辞旧迎新,春回大地,万象更新.在春雨滋润万物,春风又绿大地的时节, <中国个体防护装备>杂志编辑部向广大读者和社会各界朋友恭贺新年,祝愿大家在新的一年里身体健康、万事如意!     

Culpable versus non-culpable traffic accidents; what is wrong with this picture?

INTRODUCTION: It is often implicitly or explicitly assumed in traffic accident research that drivers with accidents designated as non-culpable are a random sample from the population. However, this assumption is dependent upon differences in the criterion used for culpability. If drivers are erroneously categorized by assuming randomness, results could be grossly misleading. METHOD: The assumption of randomness leads to two predictions: first, no correlation should exist between culpable and non-culpable crashes; and second, the accident groups should differ on the variables known to be associated with accidents, such as amount of driving experience. These predictions were tested in two samples of bus drivers. RESULTS: It was found that in a sample with a harsh criterion (70% culpable accidents) for crash responsibility, the drivers with non-culpable accidents had the features expected, namely, they were more experienced for example, while in a sample with a lenient criterion (50 % culpable), this was not so. DISCUSSION: It was concluded that similar studies to the present one would need to be undertaken to establish exactly what percentage of drivers in a given population should be assigned culpable accidents, and construct a criterion that yields this ratio. Otherwise, the theoretical assumptions of randomness and non-responsibility will probably be violated to some degree. IMPACT ON INDUSTRY: Many estimates of risk of crash involvement may have been wrong. Given the potential for erroneous criteria, a number of studies may make invalid assumptions from their data.     

当死亡遭遇指标时&#183;&#183;&#183;&#183;&#183;&#183;

前不久,国家安监总局发布的事故“死亡指标”引发了争议,对此国家安监总局有关负责人郑重澄清:下“死亡指标”事实上是为了少死人!这是一个控制性指标,不能超过,越小越好。下指标不是要死亡多少人,而是不能超过和突破这个数。“死亡指标”何以能引起公众的强烈反应,怎样评价它?我们编排了这组文章,有褒有贬,只是希望读者能客观、理智地看待这一“新生事物”,管理者能从中发现问题,避免所述情况的出现,真正地用好这一指标,达到控制的目的。     

云南省明确任命201名矿山安全监察员

云南省明确任命２０１名矿山安全监察员为严格履行《矿山安全法》和《云南省实施＜矿山安全法＞办法》所赋的职责，促进全省采矿持续、稳定、健康发展，云南省劳动厅在１９９４年重点对全省各地、州、市、县分管矿山安全监察的局（处）长及矿山安全监察干部专门进行系统培...     

"考不倒"更要"做得好"

未婚妻在我所在的县城一中教书育人。他曾经对我说，以前未曾想到过会嫁给一个警察为妻，在和我相识后，她逐渐地晓得“警察”两字的内涵，那就是意味着辛苦劳累，意味着无私奉献，意味着流血流汗，甚至是生命的代价。     

父子&#183;兄弟&#183;哥们

如今,汽车在很多方面改变着人们的生活。一句“打酱油都要开车去”的玩笑话说明我们的生活越来越离不开汽车。有车,生活变得多姿多彩,但同样,处理不好人车关系,有车也会让你麻烦缠身。归根究底,遵章守法才是有车族正确的驾车态度。以下3则发生在福建省泉州市泉港区的故事,希望人们能由此得到警示。     

"坐班"带来的隐形"杀手"

1、常常使用大油门对发动机不好，错误。发动机在挡位上转速经常提到4000以上不但无害，还对发动机有一定的好处。常常空挡踩油门或长时间在高转速上才对发动机不好。     

安全的"先进性"与"持久性"

自驾游出发前三天，闽赣两省的分水关由于积雪结冰已经封关了．可以想像那时的雪下得多大。虽然冬季到北方出差的机会不算少，但我们还是抛弃了手头所有的琐事，带看火热的心驱车去挑战寒冷的体验。     

"零度容忍"才能"防微杜渐"

翻阅历史档案,遍观媒体的报道,使我们深深感到安全生产这个话题的沉重.事故之多,损失之大,令人触目惊心.近5年来,我国道路交通事故造成50多万人死亡,260万人受伤,死亡率居世界第一;煤矿瓦斯爆炸频率之高,伤亡人数之多,也列世界之最.     

管理:"人性化"不是"任性化"

[事件]好心帮忙反挨了批、扣了奖 前几天,中石化山东胜利油田下属企业的一基层队的李师傅最近有点烦,因为自己帮忙干活不但没有得到表扬,反而挨了批、扣了奖.事情过了好几天,心头的疙瘩还没有解开.     

用"吃"对抗工作中的"老毒物"

说不准我们单位是那一级编制，所以只配备工作用车。可牟主任进出都要车。     

不做"小事"难成"大事"

笔者常与驾驶员打交道，发现有一种“事前麻痹与事后恐惧”不良的交通心理在驾驶员中普遍存在。有这种心理的人，在行车途中就潜在着不安全的隐患。