组织安全支持与个体安全行为的关系:一项元分析

用元分析对国内外组织安全支持与个体安全行为的关系进行探究,通过文献数据库筛选出符合元分析研究标准的文献共31篇,样本文献调查对象总量为16 237。出版偏误检验结果反映元分析受到出版偏误影响的可能性极小;异质性检验结果表明元分析采用随机效应模型更加合适;主效应检验结果显示组织安全支持与个体安全行为之间的关系显著。组织安全支持促进了个体安全行为的产生。最后基于员工、企业、政府和社会提出改善煤矿行业安全行为的对策建议和管理实践。     

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.     

Dispositional and contextual determinants of organizational citizenship behavior

This study of 402 professional and administrative employees of a VA hospital addressed the question of whether certain dispositional factors (Agreeableness, Conscientiousness, and Equity Sensitivity) could account for the relationship between contextual work attitudes and organizational citizenship behavior (OCB). Findings indicate this not to be the case. Fairness/satisfaction had independent effects on OCB. Additionally, Conscientiousness predicted some forms of OCB. Neither Agreeableness nor Equity Sensitivity affected OCB. Implications are noted for further inquiry into OCB.     

Emotions in the workplace: the neglect of organizational behavior

This paper addresses itself to a long‐neglected topic in organizational behavior: emotions in the workplace. Possible reasons for this neglect are presented, as well as emerging reasons for its consideration. It is proposed that the workplace is a rich arena for the manifestation of human emotions, both positive and negative. An examination of emotions in the workplace has both a theoretical and practical appeal, and may serve to help bridge the scientist–practitioner gap. Copyright © 2000 John Wiley & Sons, Ltd.     

Organizational politics and organizational support as predictors of work attitudes,job performance,and organizational citizenship behavior

This study investigated the relationship of organizational politics and organizational support to various work attitudes and behaviors among a field sample of 128 participants. Consistent with our hypothesis, politics and support were related to job satisfaction, commitment, turnover intentions, and supervisor ratings of organizational citizenship behaviors. However, only support was related to job performance. We also examined whether or not organizational politics and organizational support comprise two distinct constructs or one global factor. The evidence here was ambiguous. Fit indices obtained from confirmatory factor analysis suggested that it is more parsimonious to treat politics and support as opposite ends of the same construct, though the two‐factor model did show a slightly better fit. On the other hand, subsequent multiple regression analyses showed that support tended to account for additional criterion variance beyond the effect of politics, implying that there may be some practical utility to retaining politics and support as distinct constructs. Copyright © 1999 John Wiley & Sons, Ltd.     

Individualism-collectivism as an individual difference predictor of organizational citizenship behavior

Though it appears intuitively appealing that individual differences should be related to a person's decision to perform citizenship behaviors, the search for such individual differences has yet to yield clear results. In this study, data were collected to assess the extent of a relationship between individualism–collectivism as a within culture individual difference and self-reports of organizational citizenship behaviors. Results suggest that if an individual holds collectivistic values or norms, he/she would be more likely to perform citizenship behaviors. In addition, this relationship was found to be robust to common method effects and to the effect of the relationship between procedural justice and OCB. Implications for the way collectivistic tendencies within cultures may be used in organizations are discussed.     

Perceived prosocial impact,perceived situational constraints,and proactive work behavior: Looking at two distinct affective pathways

This paper examines the role of affect as a linking mechanism between experiences at work (perceived prosocial impact and situational constraints) and two distinct components of proactive work behavior (issue identification and implementation). Based on a dual‐tuning perspective, we argue that both positive affect and negative affect can be beneficial for proactive work behavior. Multi‐level path analysis using daily‐survey data from 153 employees showed that perceived prosocial impact predicted positive affect and that situational constraints as a typical hindrance stressor predicted negative affect. Negative affect, in turn, predicted issue identification, and positive affect predicted implementation. Overall, our study suggests that both positive and negative affects can be valuable in the organizational context by contributing to distinct components of proactive behavior. Copyright © 2015 John Wiley & Sons, Ltd.     

The organizational tenure — Job involvement relationship: A job-career experience explanation

Research on the job involvement-organizational tenure relationship has shown no consistent relationship, but recent job and career experience models suggest that a relationship should be found. Using data from three organizations (n = 216), polynomial regression analysis revealed a curvilinear job involvement-organizational tenure relationship. This finding is discussed with reference to changes in workplace sensemaking that occur as work experience is accumulated.     

The role of affective traits and affective states in disputants' motivation and behavior during episodes of organizational conflict

This study investigated the effects of individuals' affective traits (i.e., affect intensity and affect disposition) and affective states (i.e., positive and negative mood) on their motivations and behavior during episodes of organizational conflict. Two hundred and twenty‐three student employees from a variety of jobs and organizations kept daily records, for a three day period, of their conflict experiences at work. The results of hierarchical linear modelling indicated that employees' affective traits and affective states had parallel effects on the conflict management process. Subsequent analyses revealed the source of this parallelism: employees' moods on the day of the conflict fully mediated the effects of their affective disposition on the conflict process variables. The results are discussed in terms of their theoretical significance and practical implications. Copyright © 2001 John Wiley & Sons, Ltd.     

The consequences of organizational commitment: Methodological investigation

Extensive research on the consequences of organizational commitment (OC) has been conducted over the past decade. The purpose of this paper is to summarize empirical evidence about the relationship between OC and work outcomes and to examine the effect of methodological decisions on the OC–work outcome relationship. A meta-analysis of 35 studies of the OC–work outcome linkage reveals that the overall empirical relationship between OC and outcome variables is generally weak, but positive. While subgroup analyses reveal that conceptualization, research design, sampling, operationalization and observation technique decisions have a definite impact on the OC–work outcome correlation, the relationship remains essentially weak. Multiple regression analysis reveals that the type of work outcome and methodological decisions explain only 19 per cent of the variance in the OC–work outcome relationship, with conceptualization decisions having the largest impact.     

The dimensions of organizational commitment

The dimensionality of the concept organizational commitment, formulated by Porter, Steers, Mowday and Boulian in 1974 and later by Cook and Wall in 1980, is explored by metric and non-metric methods among industrial workers in Israel. A distinction is established between loyalty to the employing organization and identification with and readiness to exert effort on its behalf. This is a distinction between passive and active organizational commitment, hidden in the original additive scales, that could prove useful in understanding the behavior of different populations of industrial workers.     

Antecedents of organizational commitment across occupational groups: A meta-analysis

This meta-analysis examines whether the relationships between organizational commitment (OC) and its antecedents differ across occupational groups. Two models representing different antecedents are proposed: the member model, presented by the personal variables, and the organization model, presented by role related, structural and work experiences variables. The study is based on 98 samples with correlational data for the relationships between OC and its antecedents. The total sample was divided into two main occupational groups: white collar employees, subdivided into professionals and nonprofessionals, and blue collar employees. The findings reveal that in general the relationship between OC and personal antecedents, representing the member model, is stronger for blue collar and nonprofessional white collar employees than for professional employees. For the role-related, structural, and work experiences antecedents, representing the organization model, differences among the occupational groups were found to be less consistent. In general, the findings demonstrate that the member and the organization model operate differently for varying occupational groups. The findings are discussed in terms of the need for elaboration of the existing explanations for the development of OC.     

Determinants of organizational commitment in working women: Some implications for organizational integration

This study proposed and examined determinants of organizational commitment in working women. Among the selected determinants of role stress, personal characteristics, and satisfaction with various aspects of the organization, satisfaction with promotional opportunities was die best predictor of commitment. Experienced role stress was the second best determinant, although the observed relationship was inverse. Other variables such as age, education, and need for achievement, found to be antecedents of organizational commitment in earlier empirical studies, failed to predict commitment in this heterogeneous sample of working women. Findings were discussed in terms of the implications for further research and theory development in the area of organizational commitment as well as for the integration of women into modern work organizations.