樊景立-组织公民行为量表、组织公平量表

1、樊景立-组织公民行为量表、组 织公平量表Orga ni zati onal Citize nship Behavior (OCB) Scale英文名称：Orga ni zatio nal Citize nship Behavior (OCB) Scale中文名称：组织公民行为量表 作 者：Farh, J. L., Earley, P C., & Lin, S. C.出处:society. AdministFarh, J. L., Earley, P C., & Lin, S. C. “ Impetusfor action: A cultural analysis of j ustice and

2、 orga ni zati onal citize nship behavior in Chin ese rative Science Quarterly, 1997, 42, 421-444.简介:条目:部属的工作行为:以下列叙述来描述他（她）的行为您是否同意？请逐项阅读后填答。1 非常不同意5 有点同意2 相当不同意6 相当同意3 有点不同意7 非当同意4 不能确定Identification with the company认同组织Eager to tell outsiders good n ews about the compa ny and clarify their mis un

3、dersta ndings主动对外介绍或宣传公司优点，或澄清他人对公司的误解。Willi ng to sta nd up to protect the reputati on of the compa ny.努力维护公司形象，并积极参与有关活动。Makes con structive suggesti ons that can improve the operati on of the comp any.主动提出建设性的改善方案，供公司有关单位参考Actively atte nds compa ny meet in gs.以积极的态度参与公司内相关会议。Altruism toward coll

4、eagues协助同事Willi ng to assist new colleagues to adjust to the work en vir onment.主动帮助新进同仁适应工作环境。Willi ng to help colleague solve work-related problems.乐意协助同仁解决工作上的困难。Willi ng to cover work assig nments for colleague whe n n eeded.主动分担或代理同事之工作。Willi ng to coordi nate and com muni cate with colleagues.

5、主动与同事协调沟通。Impers onal harm ony不生事争利(人际和睦)Often speaks ill of the supervisor or colleagues behind their backs. (R)经常在背后批评主管或谈论同事之隐私。(R)Uses illicit tactics to seek pers onal in flue nce and gain with harmful effect onin terpers onal harm ony in the orga ni zati on. (R)在公司内争权夺利，勾心斗角，破坏组织和谐。(R)Uses pos

6、iti on power to pursue selfish pers onal gain. (R)假公济私，利用职权谋取个人利益。(R)Takes credits, avoids blames, and fights fiercely for personal gain. (R)斤斤计较，争功诿过，不惜抗争以获得个人利益。(R)Protect ing compa ny resources公私分明Con ducts pers onal bus in ess on compa ny time (e.g., tradi ng stocks, shopp ing, going to barber s

7、hops). (R)利用上班时间处理私人事务，如买股票，跑银行，逛街，购物，上理容院等。(R)Uses compa ny resources to do pers onal bus in ess (e.g., compa ny phon es, cop y machi nes, computers, and cars). (R)利用公司资源处理私人事务，如：私自利用公电话，复印机，计算机，公务 车 等。(R)Views sick leave as ben efit and makes excuse for tak ing sick leave. (R) 经常借口请假，视为福利。(R)Con s

8、cie ntious ness敬业守法Ofte n arrives early and starts to work immediately.上班时经常提早到达，并着手处理公务。Takes one s job seriously and rarely makes mistakes.工作认真，并且很少出差错。Complies with compa ny rules and procedures eve n whe n n obody watches and no evide nee can be traced.即使无人注意或无据可查时，亦随时遵守公司规定。Does not mi nd tak i

9、ng new or challe nging assig nmen ts.从不挑选工作，尽可能接受新的或困难的任务。Tries hard to self-study to in crease the quality of work outputs.为提升工作品质，而努力自我充实。信度:效度:备注:Orga ni zati onal Justice Scale英文名称：Orga nizatio nal Justice Scale中文名称：组织公平量表作 者：Jason A. Colquitt出 处：Colquitt, J. A. (2001). On the Dimensionality of

10、Organizational Justice: A Con struct Validati on of a Measure.Journal of Applied Psychology 86(3):386-400条目：Procedural justiceThe followingitems refers to the procedures used to arrive at your(outcome). To what exte nt:1. Haveyou beenable to express your views andfeelingsduringtheseprocedures?2. Hav

11、eyou hadin flue nces over the (outcome)arrivedat bythoseprocedures?3. Have those procedures bee n applied con siste ntly?4. Have those procedures bee n free of bias?5. Have those procedures bee n based on accurate in formati on?6. Have you been able to appeal the (outcome) arrived at by those proced

12、ures?7. Have those procedures upheld ethical and moral sta ndards?Distributive justiceThe followi ng items refer to your (outcome). To what exte nt:1. Dos your (outcome) reflect the effort you have put into your work?2.Is your (outcome) appropriate for the work you have completed?3. Does your (outco

13、me) reflect what you have contributedto the orga ni zati on?4.1s your (outcome) justified, give n your performa nee?In terpers onal justiceThe followingitems refer to (the authority figure who enacted theprocedure). To what exte nt:1. Has (he/she) treated you in a polite mann er?.2. Has (he/she) tre

14、ated you with dig ni ty?3. Has (he/she) treated you with respect?4. Has (he/she) refra ined from improper remarks or comme nts?In formati onal justiceThe followingitems refer to (the authority figure who enacted theprocedure). To what exte nt:1. Has (he/she) bee n can did in (his/her) com muni cati

15、on with you?2. Has (he/she) expla ined the procedures thoroughly?3. Were (his/her) expla nati ons regard ing the procedures reas on able?4. Has (he/she) com muni cated details in a timely manner?5. Has (he/she) seemed to tailor (his/her) com muni cati ons to in dividuals specific n eeds?信度:效度:备注:Pro

16、cedural Justice英文名称：Procedural Justice中文名称：程序公平作 者：Farh, J.-L., P C. Earley, et al.出 处：Farh, J.-L., P C. Earley, et al. (1997). Impetus for action: A cultural analysis of justice and. Administrative Scienee Quarterly 42(3): 421.简介：条 目：Farh, J.-L., P. C. Earley, et al. (1997). Impetus for action: A c

17、ulturalanalysis of justice and. Administrative Scienee Quarterly 42(3): 421.The sample for this study consisted of employees drawn from eight compa nies in the electr onics in dustry of Taiwa n. All eight compa nies were locally owned and were members of the 500 largest compa nies in Taiwa n.Thirty

18、to forty matching questionnaires were distributed to supervisors and subord in ates in each compa ny. The sample con sisted main ly of low to mid-level man agers, engin eers, salespers ons, and clerical staff.Participatio n1. Managers at all levels participate in pay and performaneeappraisaldecisi o

19、ns;2. Through various channels, my company tries to understand employees opinions regard ing pay and performa nee appraisal policies and decisi ons.3. Pay decisions are made exclusively by top management in my company; others are excluded from this process; (R)4. My compa ny does not take employees

20、opinions into acco unt in desig ningpay and performa nee appraisal policies. (R) Cron bach alpha was .717-po int scale (1=str on gly disagree, 7=str on gly agree)Appeal Mecha nism The compa ny has a formal appeal cha nn el;The company imposes a time limit within which the responsible parties must re

21、sp ond to the employee appeal;Employees questions concerning pay or performanee appraisal are usuallyan swered promptly and satisfactorily. Cron bach alpha was .817-po int scale (1=str on gly disagree, 7=str on gly agree)信 度：Cron bach alpha was .71 7-po int scale (1=str on gly disagree, 7=stro ngly

22、agree)效度：备注：Justice Scale英文名称：Justice Scale中文名称：公平问卷作 者：Niehoff, B. P., & Moorman, R. H.出处：Niehoff, B. P, & Moorman, R. H. (1993). Justice as a mediator of the relati on ship betwee n methods of mon itori ng and orga ni zati onal citize nship behaviors. Academy of Man ageme nt Journ al, 36(3), 527-5

23、56.简介： 条目：Sample: The employees and gen eral man agers of a n ati onal movie theater management company that operated 11 theaters in a large southwestern city were studied. The employees (N = 213) averaged 19.9 years of age and nearly two years of experienee workingin the theaters. A majority hadcom

24、pleted high school, but only 17 percent had completed college. Each theater was under the authority of a general manager; thus, 11 general managers took part in the study. The number of employees per theater varied from 15 to 45. At each locati on, a group of assista nt man agers aided the general m

25、anager in the operation of the theater, but there were no direct li nes of authority betwee n these assista nts and specific employees. In fact, the vice preside nt for huma n resources described the assista nt man agers as a pool of assista nts who coul d be assig ned to any shift on any day. The o

26、ne con sta nt at each theater was that each gen eralman ager hadultimate responsibilityfor the operation and was on-site for most of thetheaters hours of bus in ess. The assista nt man agers were not in cluded in the data for this study.The employees completed a survey describing their perceptions o

27、f distributive and procedural justice and the monitoring behaviors of theirgeneral manager. Since the assistant managers worked various shifts but the gen eral man agers rema ined on-site for most of the worki ng hours, we considered the general managers the appropriatereferents for themeasurement o

28、f leader monitoringbehaviors. The general managersprovided data for the measures of organizationalcitizenship behavior;some gen eral man agers 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, e

29、mployees and gen eral man agers, we asked all participants to put their names on the surveys but took precautions to in sure confid en tiality. Each employee received an env elope in which to seal the completed survey and mailed it directly to us. In total, 213 out of 260 employee surveys were retur

30、ned for a response rate of 81 percent. Conv ersati ons with the compa nys vice preside nt for huma n resources suggested that the demographic characteristics of the resp ondents reflected those of the gen eral populati on of employees at the theaters.All items used a seve n-po int resp onse format.D

31、istributive justice1. My work schedule is fair.2. I thi nk that my level of pay is fair.3. I con sider my work load to be quite fair.4. Overall, the rewards I receive here are quite fair.5. I feel that my job resp on sibilities are fair.Formal procedures1. Job decisi ons are made by the gen eral man

32、 ager in an un biased manner.2. My general manager makes sure that all employee concerns are heard before job decisi ons are made.3. To make job decisions, my general manager collects accurate and complete in formatio n.4. My general manager clarifies decisions and provides additional in formatio n

33、whe n requested by employees.5. All job decisi ons are applied con siste ntly across all affected empl oyees.6. Employees are all owed to challenge or appeal job decisions made by the gen eral man ager.In teract ional justice1. When decisions are made about my job, the general manager treats me with

34、 kindn ess and con sideratio n.2. When decisions are made about my job, the general manager treats me with respect and dig nity.3. Whe n decisi ons are made about my job, the gen eral man ager is sen sitiveto my pers onal n eeds.4. Whe n decisi ons are made about my job, the gen eral man ager deals

35、withme 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 decisi ons made about my job, the gen eral man ager discussesthe implicati ons of the decisi ons with me.7. The general manager offers adequate justificat

36、ion for decisions made about my job.8. When making decisions about my job, the general manager offers expla nati ons 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 use

37、d by Moorman (1991) and had reported reliabilities above .90 for all three dime nsions.效度：备注：OCB Scale英文名称：OCB Scale中文名称：组织公民行为问卷作 者：Niehoff, B. P., & Moorman, R. H.出 处：Niehoff, B. P ., & Moorman, R. H. (1993). Justice as a mediator of the relati on ship betwee n methods of mon itori ng and orga ni

38、zati onal citize nship behaviors. Academy of Man ageme nt Journ al, 36(3), 527-556.简介：条 目: Sample: The employees and general managers of a national movie theatermanagement company that operated 11 theaters in a largesouthwestern city were studied. The employees (N = 213) averaged 19.9 years of age a

39、nd n early two years of experie nee worki ng in the theaters. A majority had completed high school, but only 17 percent had completed college. Each theater was un der the authority of a gen eral man ager; thus, 11 general managers took part in the study. The number of employees per theater varied fr

40、om 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 li nes of authority betwee n these assista nts and specific employees.In fact, the vice preside nt for huma n resources described the assista nt man agers

41、as a pool of assista nts who coul d be assig ned to any shift on any day. The one con sta nt at each theater was that each gen eralman ager hadultimate responsibilityfor the operation and was on-site for most of thetheaters hours of bus in ess. The assista nt man agers were not in cluded in the data

42、 for this study.The employees completed a survey describingtheirperceptionsofdistributive and procedural justice and the monitoring behaviors of their general manager. Since the assistant managers worked various shifts but the gen eral man agers rema ined on-site for most of the worki ng hours, we c

43、onsidered the general managers the appropriatereferents for themeasurementof leader monitoringbehaviors. The general managersprovided data for the measures of organizationalcitizenship behavior;some gen eral man agers assessed OCB for 15 employees, and some assessed 45 employees.All surveys were com

44、pleted on company time. Since data were being collected from two sources, employees and gen eral man agers, we asked all participants to put their names on the surveys but took precautions to in sure confid en tiality. Each employee received an env elope in which to seal the completed survey and mai

45、led it directly to us. In total, 213 out of 260 employee surveys were returnedfor a response rate of 81 percent.Conv ersati ons with the compa nys vice preside nt for huma n resources suggested that the demographic characteristics of the resp ondents reflected those of the gen eral populati on of em

46、ployees at the theatersAltruism1. Helps others who have heavy work loads.2. Helps others who have bee n abse nt.3. Willingly gives of his/her time to help others who have work related problems.4. Helps orie nt new people eve n though it is not required.Courtesy1. Con sults with me or other in dividu

47、als who might be affected by his/her actions or decisi ons.2. Does not abuse the rights of others.3. Takes steps to preve nt problems with other workers.4. Informs me before taking any important actions.Sportsma nship1. Con sumes a lot of time complai ning about trivial matters. (R)2. Tends to make

48、mountains out of molehills (makes problems bigger than they are). (R)3. Con sta ntly talks about wanting to quit his/her job. (R)4. Always focuses on whats wrong with his/her situati on, rather tha n thepositive side of it. (R)Con scie ntious ness1. Is always pun ctual.2. Never takes long lun ches o

49、r breaks.3. Does not take extra breaks.4. Obeys company rules, regulations and procedures even when no one is watch ing.Civic virtue1. Keeps abreast of cha nges in the orga ni zati on.2. Atte nds functions that are not required, but that help the compa ny image.3. Attends and participates in meeting

50、s regarding the organization.4. Keeps up with developme nts in the compa ny.Items deno ted with ( R ) are reverse scored.信 度： The reliabilities were over .70 for each dimension, and all items used a seve n-po int resp onse format.效度：备注：ognition-and affect -based trust英文名称： cog niti on-and affect-bas

51、ed trust中文名称：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 con tribute more whe n I trust more? Differe ntial effects ofcog niti on-and affect-based trustKok-Y

52、ee 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 sur

53、vey data confirm the reliabilityand validity.效 度: The multivariate analysis of the survey data confirm the reliabilityand validity.备注:Trust英文名称：Trust中文名称：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. Admi

54、 nistrative Scie nee Quarterly 42(3): 558.简介:条目:Brockner, J., P . A. Siegel, et al. (1997). When trust matters: The moderating effect of outcome. Admi nistrative Scie nee Quarterly 42(3): 558.“ some college or technical schoolParticipants were 354 employees whose median age was 32 years. Their media

55、 n level of educati on completed wasand their media n level of total household in come for the previous year was $30000-$50000. The racial/eth nic backgro und of the group was 57 perce nt white, 30 percent black, 9 percent Hispanic, and 4 percent Asian. To take part in the study, participants had to

56、 meet two criteria; (1) they had to be curre ntly work ing 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 man ageme nt to treat me fair

57、ly.Resp on ses could range from“ disagree strongly” (1) to“ agree stronglyThe coefficie nt alpha was .75信 度: The coefficient alpha was .75效度:备注:Trust in Leader文名称： Trust in Lead er Measurement Scale 中文名称：对领导的信任作者：Kurt T Dirks出处：Kurt T Dirks, Trust in leadership and team performanee: evidenee from NCAA basketball, Journal of 即plied 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 hav ing on the team andknow t