樊景立版的组织公民行为量表

Organizational Citizenship Behavior OCB Scale 英文名称 OrganizationalOrganizational CitizenshipCitizenship BehaviorBehavior OCB OCB ScaleScale 中文名称 组织公民行为量表组织公民行为量表 作 者 Farh J L Earley P C 2 Through various channels my company tries to understand employees opinions regarding pay and performance appraisal policies and decisions 3 Pay decisions are made exclusively by top management in my company others are excluded from this process R 4 My company does not take employees opinions into account in designing pay and performance appraisal policies R Cronbach alpha was 71 7 point scale 1 strongly disagree 7 strongly agree Appeal Mechanism The company has a formal appeal channel The company imposes a time limit within which the responsible parties must respond to the employee appeal Employees questions concerning pay or performance appraisal are usually answered promptly and satisfactorily Cronbach alpha was 81 7 point scale 1 strongly disagree 7 strongly agree 信 度 Cronbach alpha was 71 7 point scale 1 strongly disagree 7 strongly agree 效 度 备 注 Justice Scale 英文名称 JusticeJustice ScaleScale 中文名称 公平问卷公平问卷 作 者 Niehoff B P thus 11 general managers took part in the study The number of employees per theater varied from 15 to 45 At each location a group of assistant managers aided the general manager in the operation of the theater but there were no direct lines of authority between these assistants and specific employees In fact the vice president for human resources described the assistant managers as a pool of assistants who could be assigned to any shift on any day The one constant at each theater was that each general manager had ultimate responsibility for the operation and was on site for most of the theater s hours of business The assistant managers were not included in the data for this study The employees completed a survey describing their perceptions of distributive and procedural justice and the monitoring behaviors of their general manager Since the assistant managers worked various shifts but the general managers remained on site for most of the working hours we considered the general managers the appropriate referents for the measurement of leader monitoring behaviors The general managers provided data for the measures of organizational citizenship behavior some general managers assessed OCB for 15 employees and some assessed 45 employees All surveys were completed on company time Since data were being collected from two sources employees and general managers we asked all participants to put their names on the surveys but took precautions to insure confidentiality Each employee received an envelope in which to seal the completed survey and mailed it directly to us In total 213 out of 260 employee surveys were returned for a response rate of 81 percent Conversations with the company s vice president for human resources suggested that the demographic characteristics of the respondents reflected those of the general population of employees at the theaters All items used a seven point response format Distributive justice 1 My work schedule is fair 2 I think that my level of pay is fair 3 I consider my work load to be quite fair 4 Overall the rewards I receive here are quite fair 5 I feel that my job responsibilities are fair Formal procedures 1 Job decisions are made by the general manager in an unbiased manner 2 My general manager makes sure that all employee concerns are heard before job decisions are made 3 To make job decisions my general manager collects accurate and complete information 4 My general manager clarifies decisions and provides additional information when requested by employees 5 All job decisions are applied consistently across all affected employees 6 Employees are allowed to challenge or appeal job decisions made by the general manager Interactional justice 1 When decisions are made about my job the general manager treats me with kindness and consideration 2 When decisions are made about my job the general manager treats me with respect and dignity 3 When decisions are made about my job the general manager is sensitive to my personal needs 4 When decisions are made about my job the general manager deals with me in a truthful manner 5 When decisions are made about my job the general manager shows concern for my rights as an employee 6 Concerning decisions made about my job the general manager discusses the implications of the decisions with me 7 The general manager offers adequate justification for decisions made about my job 8 When making decisions about my job the general manager offers explanations that make sense to me 9 My general manager explains very clearly any decision made about my job 信 度 The CFI for the three justice dimensions was 92 This scale was based on one used by Moorman 1991 and had reported reliabilities above 90 for all three dimensions 效 度 备 注 OCB Scale 英文名称 OCBOCB ScaleScale 中文名称 组织公民行为问卷组织公民行为问卷 作 者 Niehoff B P thus 11 general managers took part in the study The number of employees per theater varied from 15 to 45 At each location a group of assistant managers aided the general manager in the operation of the theater but there were no direct lines of authority between these assistants and specific employees In fact the vice president for human resources described the assistant managers as a pool of assistants who could be assigned to any shift on any day The one constant at each theater was that each general manager had ultimate responsibility for the operation and was on site for most of the theater s hours of business The assistant managers were not included in the data for this study The employees completed a survey describing their perceptions of distributive and procedural justice and the monitoring behaviors of their general manager Since the assistant managers worked various shifts but the general managers remained on site for most of the working hours we considered the general managers the appropriate referents for the measurement of leader monitoring behaviors The general managers provided data for the measures of organizational citizenship behavior some general managers assessed OCB for 15 employees and some assessed 45 employees All surveys were completed on company time Since data were being collected from two sources employees and general managers we asked all participants to put their names on the surveys but took precautions to insure confidentiality Each employee received an envelope in which to seal the completed survey and mailed it directly to us In total 213 out of 260 employee surveys were returned for a response rate of 81 percent Conversations with the company s vice president for human resources suggested that the demographic characteristics of the respondents reflected those of the general population of employees at the theaters Altruism 1 Helps others who have heavy work loads 2 Helps others who have been absent 3 Willingly gives of his her time to help others who have work related problems 4 Helps orient new people even though it is not required Courtesy 1 Consults with me or other individuals who might be affected by his her actions or decisions 2 Does not abuse the rights of others 3 Takes steps to prevent problems with other workers 4 Informs me before taking any important actions Sportsmanship 1 Consumes a lot of time complaining about trivial matters R 2 Tends to make mountains out of molehills makes problems bigger than they are R 3 Constantly talks about wanting to quit his her job R 4 Always focuses on what s wrong with his her situation rather than the positive side of it R Conscientiousness 1 Is always punctual 2 Never takes long lunches or breaks 3 Does not take extra breaks 4 Obeys company rules regulations and procedures even when no one is watching Civic virtue 1 Keeps abreast of changes in the organization 2 Attends functions that are not required but that help the company image 3 Attends and participates in meetings regarding the organization 4 Keeps up with developments in the company Items denoted with R are reverse scored 信 度 The reliabilities were over 70 for each dimension and all items used a seven point response format 效 度 备 注 cognition and affect based trust 英文名称 cognition andcognition and affect basedaffect based trusttrust 中文名称 基于情感和认知的信任基于情感和认知的信任 作 者 Kok Yee Ng 黄国燕 and Roy Y J Chua 蔡泳瑜 出 处 Management and Organization ReviewVolume 2 Page 43 March 2006doi 10 1111 j 1740 8784 2006 00028 x Volume 2 Issue 1 简 介 条 目 Do I contribute more when I trust more Differential effects of cognition and affect based trust Kok Yee Ng 黄国燕 and Roy Y J Chua 蔡泳瑜 基于 McAllister 1995 的信任量表 基于情感的信任 1 你能够与他们自由地分享想法 感受和希望 2 你能够与他们自由地谈论你在工作中遇到的困难 并且知道他们 愿意倾听 3 如果你告诉他们你的问题 你知道他们会给你提供建议并向你表 示关心 4 他们倾向于在工作关系中投入大量的感情 基于认知的信任 1 他们是认真对待团队工作的人 2 他们愿意为团队工作做出重要的贡献 3 你可以信赖他们去做团队中主要部分的工作 4 他们是能够完成团队工作的人 信 度 The multivariate analysis of the survey data confirm the reliability and validity 效 度 The multivariate analysis of the survey data confirm the reliability and validity 备 注 Trust 英文名称 TrustTrust 中文名称 信任信任 作 者 Brockner J P A Siegel et al 出 处 Brockner J P A Siegel et al 1997 When trust matters The moderating effect of outcome Administrative Science Quarterly 42 3 558 简 介 条 目 Brockner J P A Siegel et al 1997 When trust matters The moderating effect of outcome Administrative Science Quarterly 4242 3 558 Participants were 354 employees whose median age was 32 years Their median level of education completed was some college or technical school and their median level of total household income for the previous year was 30000 50000 The racial ethnic background of the group was 57 percent white 30 percent black 9 percent Hispanic and 4 percent Asian To take part in the study participants had to meet two criteria 1 they had to be currently working for at least 20 hours per week and 2 they had to have a supervisor I can usually trust my supervisor to do what is good for me Management can be trusted to make decisions that are also good for me I trust the management to treat me fairly Responses could range from disagree strongly 1 to agree strongly 4 The coefficient alpha was 75 信 度 The coefficient alpha was 75 效 度 备 注 Trust in Leader 文名称 TrustTrust inin LeaderLeader MeasurementMeasurement ScaleScale 中文名称 对领导的信任对领导的信任 作 者 Kurt T Dirks 出 处 Kurt T Dirks Trust in leadership and team performance evidence from NCAA basketball Journal of applied psychology 2000 vol 85 No 6 1004 1012 简 介 条 目 Most team members trust and respect the coach 93 I can talk freely to the coach about difficulties I am having on the team and know that he will want to listen 84 If I shared my problems with the coach I know he would respond constructively and caringly 90 I have a sharing relationship with the coach I can freely share my ideas feelings and hopes with him 86 I would feel a sense of loss if the coach left to take a job elsewhere 96 The coach approaches his job with professionalism and dedication 87 Given the coach s past performance I see no reason to doubt his comoetence 87 I can rely on the coach not to make my job as a player more difficult by poor coaching 88 Other players and coaches consider the head coach to be trustworth 94 Note Instructions specify the head coach as the referent Factor loading for the items are shown in parentheses All responses were on 7 point Likert scales ranging from I strongly disagree to 7 strongly agree 信 度 效 度 备 注 Interpersonal Trust 英文名称 InterpersonalInterpersonal TrustTrust 中文名称 人际信任人际信任 作 者 McAllister D J 出 处 McAllister D J 1995 Affect and cognition based trust as foundations for interpersonal cooperation in organizations Academy of Management Journal 38 1 24 59 简 介 条 目 Sample A sample of 194 managers and professionals including men and women from various industries reported on cross functional dyadic relationships with peers at work Individuals enrolled in and alumni of the executive master s of business administration EMBA program of a major university in southern California were requested to participate and to nominate peers from work to participate with them In examining relations among middle and upper level managers I focused on relations of lateral interdependence Sayles 1979 where the impact of trust s presence or absence was expected to be pronounced Thompson 1967 Each EMBA affiliate agreeing to participate nominated two peers so triads were formed Triad members separately completed surveys describing various aspects of their working relationships with one another Respondents provided two forms of data 1 information concerning one triad member from the perspective of a focal manager and 2 information concerning the second triad member from the perspective of a peer Data collected from respondents were combined to form manager peer dyad records Of the 197 individuals initially contacted 80 agreed to participate a 41 percent acceptance rate Given the level of commitment involved questionnaire response as well as nominating peers this response rate is well within accepted limits The nominated peers were not associated with the EMBA program and the response rate at the second stage of the study was 81 percent 194 of 240 EMBA students alumni and nominated peers From the data collected I constructed 175 complete manager peer dyad records which formed the basis for the present research The initial contacts also identified one person in most cases a superior familiar with the performance of all triad members to provide performance information the superior s response rate was 86 percent The respondents were for the better part mature an average age of 38 years well educated 57 percent with some graduate training 28 percent with undergraduate degrees individuals with considerable organizational experience an average professional tenure of 11 7 years The profile of respondents by age and gender corresponds well with that of the population of EMBA students and alumni average age 37 years 74 8 percent men Although further information on the population from which respondents were drawn was not available it appeared likely that they were representative of the population Ranging from 1 strongly disagree to 7 strongly agree Affect based trust 1 We have a sharing relationship We can both freely share our ideas feelings and hopes 2 I can talk freely to this individual about difficulties I am having at work and know that s he will want to listen 3 We would both feel a sense of loss if one of us was transferred and we could no longer work together 4 If I shared my problems with this person I know s he would respond constructively and caringly 5 I would have to say that we have both