With a little help from my colleagues: A social embeddedness approach to perceived organizational support

We examined the role of social embeddedness in creating positive perceptions of organizational support among managerial and staff employees (n = 72) of a large manufacturing firm. We operationalized social embeddedness as the size, density, and quality of employees' networks of multiplex, reciprocated exchange relationships with colleagues. After controlling for support from supervisors and upper management, we found all three aspects of social embeddedness to be associated with perceived organizational support (POS). This research suggests that in addition to the top‐down influence of the organizational hierarchy, POS results from the organizational community within which employees are embedded through their social network in the workplace. Copyright © 2011 John Wiley & Sons, Ltd.     

The effects of perceived organizational support,perceived supervisor support and perceived co-worker support on safety and health compliance

Although knowledge is cumulating, very little is known about the effects of various sources of support on safety and health compliance. This study goes beyond previous research by investigating the relationships among perceived support from organizations, supervisors and co-workers, and employees’ safety and health compliance behaviour at chemical and petroleum process plants. The results of this study show that the support from organizations, supervisors and co-workers was significantly related to employees’ safety and health compliance. Also, the findings reveal that perceived supervisor support has the strongest influence in ensuring employees’ safety and health compliance behaviour.     

Knowledge hiding as a barrier to thriving: The mediating role of psychological safety and moderating role of organizational cynicism

Research demonstrates that knowledge hiding has a detrimental effect on the knowledge hider himself or herself. Extending this area, the present research examines how and when knowledge hiders struggle to thrive at work. Integrating self‐perception theory and the socially embedded model of thriving, we propose that knowledge hiding negatively influences employees' thriving through psychological safety, and this influence is contingent on organizational cynicism. In Study 1a, a cross‐sectional survey of 214 Chinese participants from a general working population supported the mediating role of psychological safety in the knowledge hiding and thriving relationship. Study 1b verified this result using two‐wave data collected from 392 working adults in a panel that recruited participants mainly in Europe and North America. In addition to confirming the mediation with a two‐wave field survey conducted among 205 employees in three Chinese organizations, Study 2 supported the moderating role of organizational cynicism. Specifically, the negative effect of knowledge hiding on psychological safety was greater under higher levels of organizational cynicism, as was the indirect effect of knowledge hiding on thriving via psychological safety. These findings contribute to both the knowledge hiding and the thriving literature and provide practical implications for both the manager and the employee.     

Understanding organizational embeddedness and career success: Who and what you know

Integrating job embeddedness theory with the sponsored and contest mobility perspectives, we developed and tested a model linking organizational embeddedness with two indicators of career success within the organization (promotion and career satisfaction), via the mediating roles of employees' organizational sponsorship network and job-related human capital development. Data from 188 employees and their supervisors over a 1-year period showed that, after controlling for employees' initial levels of career satisfaction and job performance, only job-related human capital development transmitted the positive effects of organizational embeddedness on promotion and career satisfaction. Supplemental analyses revealed that organizational sponsorship network's positive effects on promotion and career satisfaction were transmitted indirectly, via job-related human capital development. Our findings illustrate the importance of integrating sponsored and contest mobility perspectives and contribute to research on organizational embeddedness by extending its outcomes to include career success within the organization and specifying the process through which organizational embeddedness is related to career success within the organization.     

Perceived organizational support and embeddedness as key mechanisms connecting socialization tactics to commitment and turnover among new employees

Retention of new hires is a critical issue for organizations. We propose that relationships are important mechanisms through which socialization tactics influence commitment and turnover. The key theoretical mechanisms connecting socialization tactics to turnover in our model are the extent to which newcomers perceive their relationship with the organization as supportive, caring, and entailing positive social exchanges and the extent to which newcomers become embedded within the organization. We collected longitudinal data from over 500 employees over the first year of employment. Consistent with our hypotheses, socialization tactics influence perceived organizational support (POS) and job embeddedness, and POS and embeddedness both relate to organizational commitment and voluntary turnover. Results support POS and embeddedness as relational mechanisms that bind employees to the organization as a result of socialization tactics. Copyright © 2012 John Wiley & Sons, Ltd.     

Unraveling the organizational mechanism at the root of safety compliance in an Italian manufacturing firm

Safety performance is recognized as the more proximal and effective precursor of safety outcomes. In particular, safety compliance significantly reduces workplace accidents and injuries. However, it is not entirely clear what role organizational factors play in determining workers’ safety. The present study contributes to defining which organizational factors increase safety compliance by testing a mediational model in which supervisor support is related to safety climate, which in turn is related to organizational identification that finally is related to safety compliance. We tested our hypotheses in a sample of 186 production workers of an Italian manufacturing firm using a cross-sectional design. Findings confirm our hypotheses. Management should consider these organizational factors in order to implement primary prevention practices against work accidents.     

基于核校准和SVM的煤矿安全组织管理因素分析

组织管理因素与煤矿安全生产密切相关。该文从人的管理、组织机构管理、企业环境管理、现场及技术管理四个方面详细分析了煤矿组织管理中的主要影响因素,提出一种基于核校准和支持向量机（SVM）的组织管理安全评价等级预测方法,构建了影响因素形成的输入空间到评价等级空间的非线性映射,并详尽分析了组织管理的安全评价等级与各影响因素的关联关系。在此基础上,本文深入研究煤矿安全中各组织管理因素的作用规律,并探讨了相应的预防措施与控制方法。实例分析结果表明,该方法能够合理地反映煤矿企业的组织管理安全评价状况,有助于煤矿企业采取相应措施预防或减少安全事故的发生,同时,也为企业提高本质安全管理水平提供了参考,有较强的实用性。     

施工组织非正式网络结构特征与组织安全行为的关系研究

为了提升建筑施工安全管理水平,从社会网络的视角分析了施工组织非正式网络的结构特征对组织安全行为的影响关系,构建了施工组织非正式网络结构特征、安全沟通和组织安全行为的理论模型,实证分析了91个施工组织非正式网络的结构特征,使用多层回归分析的方法验证了上述模型。结果表明:网络密度对组织安全行为有显著正向影响,安全沟通在密度与组织安全行为的关系中起到了部分中介作用;出度中心势对组织安全行为有显著正向影响,安全沟通起到了完全中介作用;入度中心势对组织安全行为没有显著影响,安全沟通没有起到中介作用;中间中心势对组织安全行为没有显著影响,安全沟通没有起到中介作用;平均路径长度对组织安全行为有显著负向影响,安全沟通起到了完全中介作用;聚类系数对组织安全行为有显著正向影响,安全沟通起到了完全中介作用。     

组织安全文化评价的基础性问题及方法论

为促进组织安全文化评价研究与实践,针对目前组织安全文化评价研究所存在的根本缺陷,运用文献分析法,对组织安全文化评价的基础性问题及方法论开展系统研究。基于评价的定义,提出组织安全文化评价的定义,并分析其内涵。基于此,提炼与剖析组织安全文化评价的8个基本问题,即评价原则、评价基准、评价对象、评价目的、评价层面、评价范围、评价依据与限制因素,并建构和解析组织安全文化评价的一般程式。结果表明:组织安全文化评价需以明晰上述8个组织安全文化评价的基本问题为前提和基础,需以文献学方法、系统论方法、社会学与心理学方法、数学与统计学方法及具体评价方法5大类方法为指导。     

基于GIS的城市公共安全应急决策支持系统的研究

以地理信息系统(GIS)为平台,集成决策支持系统(DSS),研究开发了"基于GIS的城市公共安全应急决策支持系统".该系统包括基础信息子系统、灾害信息子系统、危险源管理子系统、火灾分析子系统、洪灾分析子系统、地震分析子系统、风灾分析子系统、公共安全规划子系统、应急决策子系统和系统总控模块等.剖析了当前城市公共安全决策模式的弊端,介绍了该系统的结构框架和各子系统的功能,提出了一种快速、高效构建城市基础空间数据库的技术方案,并探讨了该系统与城市公共安全体制的融合机制问题.实践证明,在对城市可视化与数字化的基础上,该系统能够实现城市灾害信息的科学管理,各种灾害分析模拟,公共安全规划以及应急决策支持,从而有效提高突发性城市公共安全应急的效率和响应速度,为城市公共安全的应急工作提供了有效的辅助手段.     

Organizational embeddedness,turnover intentions,and voluntary turnover: The moderating effects of employee demographic characteristics and value orientations

To explain why some employees who experience high embeddedness contemplate leaving their organizations and others do not, we examined the moderating effects of employee demographic characteristics (age and gender) and value orientations (individualism and risk aversion) between organizational embeddedness and turnover intentions. Turnover intentions were further expected to increase voluntary turnover. Data were collected from 643 full‐time employees at three points in time over a 12‐month time period in a wide range of organizations in Japan, a relatively low turnover context with little prior embeddedness research. Findings show that gender and risk aversion moderate the relationship between organizational embeddedness and turnover intentions, which in turn predict voluntary turnover. Copyright © 2014 John Wiley & Sons, Ltd.     

城市公共安全应急决策支持系统研究

针对合肥市公共安全应急决策需求,围绕火灾、爆炸与毒气泄漏等突发重大事故,研究灾害事故监测技术、模拟预测方法,集成Internet、GIS、无线数据传输、无线通讯等信息化技术,以分布式的形式整合各独立系统,构建应急管理与决策系统平台.选择安徽氯碱化工集团、西气东输合肥市天然气门站以及安徽乐普生商业中心三个特色功能区,采用高速网络、可视化视频电话系统和远程无线视频监控等技术,组建了合肥市公共安全应急示范系统.实践表明,在城市可视化与数字化的基础上,该系统能够实现城市灾害信息的科学管理,实现各种灾害的分析模拟、公共安全规划以及应急决策支持,从而有效提高突发性城市公共安全应急的效率和响应速度,为城市公共安全的应急工作提供了有效的辅助手段.     

Thriving at work: Impact of psychological capital and supervisor support

Thriving at work is a positive psychological state characterized jointly by learning and vitality. Conventional wisdom and some initial research indicate that such thriving benefits both employees themselves and their organizations. This study specifically tests thriving at work by linking it to a theoretically important personal outcome variable (self‐development), refining its relationship with agentic work behaviors (task focus and heedful relating), and proposing and testing two new antecedent variables (psychological capital and supervisor support climate). Using structural equation modeling on a sample of 198 dyads (employees and their supervisors), strong support was found for the theory‐driven hypothesized relationships. The results contribute to a better understanding of positive organizational scholarship and behavior in general and specifically to the recently emerging positive construct of employees' thriving at work. Copyright © 2013 John Wiley & Sons, Ltd.     

It is all about the bottom line: Group bottom-line mentality,psychological safety,and group creativity

We examine bottom-line mentality (BLM) at the group level and examine the effect of group BLM on group psychological safety and subsequent group creativity. We draw on goal shielding theory to suggest that groups high in BLM narrowly focus on bottom-line outcomes, which encourages them to eliminate distracting considerations from their work processes. Because the group's high BLM encapsulates goal shielding, these groups are deficient in fostering psychological safety as an important interpersonal process that facilitates group creativity. We also couple goal shielding theory with arguments related to situational strength to examine group BLM agreement (i.e., the standard deviation of the mean of group BLM) as a first stage moderator. We contend that high-BLM agreement (vs. low agreement) strengthens the goal shielding effect of group BLM, which is reflected by a stronger detrimental effect on group psychological safety that then reduces group creativity. We found support for our theoretical model using multisource, multiwave field data from a diverse sample of workgroups and their supervisors. We discuss the theoretical implications of our research and provide practical suggestions for limiting the deleterious consequences of group BLMs in the workplace.     

When mentors feel supported: Relationships with mentoring functions and protégés' perceived organizational support

We surveyed full‐time employees of ongoing mentoring relationships to investigate relationships among mentors' perceived organizational support (POS), the extent of mentoring functions protégés received, and protégés' POS. Moreover, we examined the moderating role of mentors' altruistic personality in the relationship between mentors' POS and mentoring functions received. Results showed that mentors' POS was positively related to the extent of mentoring protégés reported receiving, which was then related positively to protégés' POS. Furthermore, the extent of mentoring received partially mediated the relationship between mentors' POS and protégés' POS. We also found that mentors' altruistic personality moderated the positive relationship between mentors' POS and the extent of mentoring received such that this relationship was stronger for low altruistic mentors. Theoretical and practical implications of the findings are discussed. Copyright © 2013 John Wiley & Sons, Ltd.     

Introduction: The dark and light sides of organizational citizenship behavior

This is an introduction to a point/counterpoint exchange in Journal of Organizational Behavior on the negative versus positive sides of organizational citizenship behavior (OCB). Such behaviors go beyond the core tasks that individuals do on the job and are generally considered positive contributions that support organizations. Bolino, Klotz, Turnley, and Harvey cover the dark (negative) side of OCB, arguing that it can be performed for self‐serving motives and that it can have detrimental effects. They discuss the costs of performing OCB to the individuals who perform it, and potential negative consequences for organizations. Conversely, Spitzmuller and Van Dyne cover the light (positive) side, focusing on OCB as forms of either proactive or reactive helping behavior. Proactive helping is motivated by internal needs with the individual seeking out opportunities to engage in OCB. Reactive helping is an altruistic response to a perceived need by a colleague or the organization itself. Taken together, these two papers provide a comprehensive overview of the complex effects of OCB on actors who perform it and targets who receive it. 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.     

A new look at the psychological contract during organizational socialization: The role of newcomers' obligations at entry

Previous studies have demonstrated that the psychological contract is largely shaped during socialization. This study adopts a complementary perspective and analyzes how the psychological contract at the start of employment shapes the subsequent socialization process. Drawing upon social exchange theory, we propose that newcomers with a higher sense of their personal obligations at entry will perceive orientation training as more useful and develop better relationships with their supervisors and peers, which in turn will facilitate their work adjustment. Results of a longitudinal survey on a sample of 144 recruits from a European Army show that newcomers with a higher initial sense of their employee obligations toward their employer report higher perceived training utility, higher leader–member exchange (LMX) with their instructors, and higher team–member exchange (TMX) with their platoon peers. Moreover, perceived training utility and LMX predict the fulfillment of employers' obligations; and training utility predicts the level of newcomers' employee obligations. Finally, training utility, LMX, and TMX predict some of three indicators of newcomers' adjustment, namely, role clarity (training utility and LMX), group integration (TMX), and organizational values understanding (training utility). These results highlight how newcomers' obligations at the start of employment contribute to the social exchange dynamic underlying organizational socialization. Copyright © 2015 John Wiley & Sons, Ltd.     

Employee responses to employment‐relationship practices: The role of psychological empowerment and traditionality

In studying the effect of employment‐relationship practices on employees, research has largely ignored individual differences, both cross‐culturally and within cultures. In this study, the authors examine the moderating effect of middle managers' traditionality, a within‐culture value orientation regarding submission to authority and endorsement of hierarchical role relationships, on their responses to an organization's employee–organization relationship practices. Based on social learning and social exchange theories, the authors expect the more traditional middle managers to respond less positively in terms of their performance and commitment to high levels of expected contributions and the associated psychological empowerment but respond more positively to high levels of offered inducements. Using a sample of 535 middle managers from 40 companies in China, the authors find support for all hypotheses except the moderating effect of traditionality on the relationship between offered inducements and performance. Additional analysis reveals that less‐traditional managers responded to economic rewards (but not developmental rewards) with higher job performance. The paper concludes with a discussion of implications for research and the practice of employment relationships. Copyright © 2014 John Wiley & Sons, Ltd.     

Antecedents and consequences of collective psychological ownership: The validation of a conceptual model

We investigate team member feelings of collective psychological ownership (CPO) over teamwork products, the psychological paths that lead to it, and its impact on team workers' evaluations of team effectiveness, turnover intentions, and intentions to champion teamwork products. We focus on the teamwork product as an important target of ownership feelings, building on theories of self-extension, psychological ownership, and team emergent states. In Study 1, we validate measures for three ownership activating experiences (OAE) that have been proposed as paths to CPO (control over, intimate knowledge regarding, and investment in the teamwork product) using two samples of individual team workers (n = 210 and n = 140). In Study 2 (n = 183) and Study 3 (n = 200), we use surveys and a multiwave design to show that team workers' feelings of CPO mediate the relationship between investment in and intimate knowledge regarding the product and team effectiveness evaluations, team turnover intentions, and intentions to champion the work product. In Study 4 (n = 48 teams), CPO was predicted by the ownership activating experiences, at the team level. This research additionally highlights the benefits to organizations of creating conditions for the emergence of employee feelings of shared ownership over teamwork products.