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11.
采用问卷调查、信效度分析和因子分析等方法,研究玻璃行业不安全行为影响因素,研究结果表明：玻璃行业员工不安全行为主要包括车间照明、PPE佩戴等18个影响因素指标;根据方差分析结果将影响因素归结为工作环境与行为要求（F1）、安全教育与培训（F2）、群体与组织行为影响（F3）和激励沟通与奖惩（F4）等4个主因子,其方差解释率分别为32%、12%、10%、10%,权重分别为0.51、0.19、0.15、0.15;根据分析结果针对性提出“4+1”安全管理模式,为玻璃行业降低不安全行为几率、保障安全生产提供理论依据。 相似文献
12.
Chad T. Brinsfield 《组织行为杂志》2013,34(5):671-697
In four studies, I examine the motives for employee silence. In Study 1, I examine open‐ended survey responses to determine the nature and scope of silence motives. Study 2 develops measures of these motives and explores their factor structure. Study 3 refines the measures and provides confirmatory evidence of factor structure. Study 4 examines relationships between the new measures and related factors (employee voice, psychological safety, neuroticism, extraversion). Results indicate that six dimensions of silence motives (ineffectual, relational, defensive, diffident, disengaged, and deviant) emerged from the data, which can be reliably measured and provide incremental value for understanding and assessing employee silence. Copyright © 2012 John Wiley & Sons, Ltd. 相似文献
13.
We undertake three objectives in this Incubator. We begin with a discussion of how well‐being has been considered in organizational research. Second, we provide an overview of the relationship between employee well‐being and such workplace outcomes as job performance, employee retention, and cardiovascular health. Third, we introduce exciting research directions. Copyright © 2012 John Wiley & Sons, Ltd. 相似文献
14.
总结了国内外著名跨国石油公司海外员工健康管理的方法和实践,对当前海外员工管理进行综合研究、分析,以某典型石油公司为例,提出海外员工健康管理平台的构建方法。 相似文献
15.
A central argument in the literature on employee voice is that speaking up at work carries image risk. Challenging this assumption, we propose that voice can in fact positively affect how employees are viewed by others, thereby enhancing their social status. Using theory on status attainment and the fundamental social perception dimensions of agency and communion, we suggest that employee voice will result in higher status evaluations by increasing the extent to which an employee is judged as confident/competent (agency) and other‐oriented/helpful (communion). We conducted a survey study and two experiments to test these hypotheses. The results supported our predictions. Employees who voiced were ascribed higher status than those who did not, and this effect was mediated by judgments of agency (in all three studies) and communion (in two studies). These results highlight the implications of voice behavior for status enhancement within organizations. 相似文献
16.
《组织行为杂志》2017,38(7):1111-1129
Although corporate social responsibility (CSR) can affect employees, we know little about how it affects them. Employees' interpretation of CSR is important because of the paradoxical nature of CSR. When firms operate in ways that seem counter to their nature (i.e., pursuit of social good rather than profit), the causal attributions of affected employees are crucial to understanding their work‐related behavior, as is the role of contextual factors such as leadership processes in shaping these attributions. Drawing from attribution and social learning theories, we develop a multilevel social influence theory of how CSR affects employees. We integrate managers as second observers in the baseline actor (i.e., firm)—observer (i.e., employee) dyad, whereas most attribution theory research has focused on single actor–observer dyads. Multisource field data collected from 427 employees and 45 managers were analyzed using hierarchical linear modeling. Managers' genuine (self‐serving) CSR attributions are positively related to employees' genuine (self‐serving) CSR attributions; and the strength of the relationship between managers' and employees' genuine CSR attributions depends on managers' organizational tenure. Employees' genuine CSR attributions also are positively related to employee advocacy, whereas—interestingly—employees' self‐serving CSR attributions do not appear to harm employee advocacy. Copyright © 2017 John Wiley & Sons, Ltd. 相似文献
17.
Muhammad Jawad Munazza Naz Sohail Rizwan 《Corporate Social Responsibility and Environmental Management》2023,30(2):708-719
Not government organizations (NGOs) work to advance organizational objectives through a sustainable agenda while having a beneficial influence on society and the environment. NGOs must thus hire creative personnel if they want to remain competitive and draw in investors. This study bases its model of innovative work behavior for women working in the top 100 NGOs in both developed and developing countries on the social exchange theory and hypothesizes that this behavior may be impacted by leadership support. In this context, the function of employee job engagement as a mediating element is studied. The reputation's moderating function was also examined. Eleven thousand nine-hundred and one female employees from 2737 NGOs in the top 100 developed and developing countries made up the sample. The findings demonstrate the direct and indirect effects that employee engagement, which is impacted by leadership support, has on innovative work behavior. A reliable connection between them is the organizational reputation of NGOs. 相似文献
18.
Debbie Haski‐Leventhal 《Corporate Social Responsibility and Environmental Management》2013,20(2):113-128
Payroll giving (on‐going donations deducted from an employee's salary) is an effective way to engage employees – important Stakeholders – in the company's corporate social responsibility (CSR). This paper is based on a study that was conducted among 24 Australian companies, with over 4500 employees, to examine how participation and levels of giving relate to background variables (income, job level, education, age, family status, and giving behavior), attitudes (motivations, barriers, attitudes toward the employers’ engagement in the community and organizational commitment), as well as organizational factors (size, industry type, overall level of participation, and matching donations by the employer). We found payroll giving to be significantly related to all background variables and organizational factors. As for attitudes, we found significant differences between high‐level givers, low‐level givers, former givers and non‐givers in regards to their motivations, barriers and attitudes towards their employer's engagement in the community, but not to organizational commitment. The study shows that stakeholder theory and corporate giving theories can be combined to involve employees in the company's giving. The findings can help companies to understand how to better communicate, segment and donate in a way that will increase participation of employees. Copyright © 2012 John Wiley & Sons, Ltd and ERP Environment. 相似文献
19.
Qinghua Zhu Hang Yin Junjun Liu Kee‐hung Lai 《Corporate Social Responsibility and Environmental Management》2014,21(1):28-40
As a major part of corporate social responsibility (CSR) practices, Chinese companies have emphasized employee satisfaction to achieve sustainable development. However, it is still unclear how employees perceive organizational CSR efforts and whether such perceptions bring employee satisfaction and loyalty. To answer these timely inquires, we developed and empirically tested a theoretical framework modeling employee satisfaction as both mediator and moderator on the relationship between employee perception of organizational CSR efforts and their loyalty to enterprises. Based on 438 usable questionnaires collected from four typical companies, we found that solely providing money‐related welfare and improving the working environment can be detrimental to employee loyalty, but by increasing employee satisfaction of personal treatment, companies can mitigate such a side‐effect. Employee satisfaction of personal treatment and general company effort are necessary to enhance their affective commitment. Copyright © 2012 John Wiley & Sons, Ltd and ERP Environment. 相似文献
20.
This study examined the interactive effects of workplace diversity and employee involvement on organizational innovation. Using a sample of 182 large Canadian organizations, we found a three‐way interaction between level of employee involvement, variation in involvement, and racioethnic diversity on innovation. In organizations with high levels of employee involvement, high variation in involvement was associated with higher involvement levels among racioethnic minorities, resulting in a stronger association between diversity and innovation. Furthermore, the association between White employee involvement and innovation was significantly more positive under the condition of high involvement among racioethnic minority group members. Thus, ensuring high levels of involvement among members of historically marginalized racioethnic groups enhances the innovation effects of employee empowerment systems. Copyright © 2010 John Wiley & Sons, Ltd. 相似文献