樊景立版的组织公民行为量表复习课程.docx

樊景立版的组织公民行为量表复习课程.docx

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樊景立版的组织公民行为量表复习课程

OrganizationalCitizenshipBehavior（OCB）Scale

英文名称：

OrganizationalCitizenshipBehavior（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：

Farh,J.L.,Earley,P.C.,&Lin,S.C.“Impetusforaction:

AculturalanalysisofjusticeandorganizationalcitizenshipbehaviorinChinesesociety.”AdministrativeScienceQuarterly,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

Identificationwiththecompany

认同组织

Eagertotelloutsidersgoodnewsaboutthecompanyandclarifytheirmisunderstandings

主动对外介绍或宣传公司优点，或澄清他人对公司的误解。

Willingtostanduptoprotectthereputationofthecompany.

努力维护公司形象，并积极参与有关活动。

Makesconstructivesuggestionsthatcanimprovetheoperationofthecompany.

主动提出建设性的改善方案，供公司有关单位参考。

Activelyattendscompanymeetings.

以积极的态度参与公司内相关会议。

Altruismtowardcolleagues

协助同事

Willingtoassistnewcolleaguestoadjusttotheworkenvironment.

主动帮助新进同仁适应工作环境。

Willingtohelpcolleaguesolvework-relatedproblems.

乐意协助同仁解决工作上的困难。

Willingtocoverworkassignmentsforcolleaguewhenneeded.

主动分担或代理同事之工作。

Willingtocoordinateandcommunicatewithcolleagues.

主动与同事协调沟通。

Impersonalharmony　

不生事争利（人际和睦）

Oftenspeaksillofthesupervisororcolleaguesbehindtheirbacks.（R）

经常在背后批评主管或谈论同事之隐私。

（R）

Usesillicittacticstoseekpersonalinfluenceandgainwithharmfuleffectoninterpersonalharmonyintheorganization.（R）

在公司内争权夺利，勾心斗角，破坏组织和谐。

（R）

Usespositionpowertopursueselfishpersonalgain.（R）

假公济私，利用职权谋取个人利益。

（R）

Takescredits,avoidsblames,andfightsfiercelyforpersonalgain.（R）

斤斤计较，争功诿过，不惜抗争以获得个人利益。

（R）

Protectingcompanyresources

公私分明

Conductspersonalbusinessoncompanytime（e.g.,tradingstocks,shopping,goingtobarbershops）.（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）

Usescompanyresourcestodopersonalbusiness（e.g.,companyphones,copymachines,computers,andcars）.（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）

Viewssickleaveasbenefitandmakesexcusefortakingsickleave.（R）

经常借口请假，视为福利。

（R）

Conscientiousness

敬业守法

Oftenarrivesearlyandstartstoworkimmediately.

上班时经常提早到达，并着手处理公务。

Takesone’sjobseriouslyandrarelymakesmistakes.

工作认真，并且很少出差错。

Complieswithcompanyrulesandproceduresevenwhennobodywatchesandnoevidencecanbetraced.

即使无人注意或无据可查时，亦随时遵守公司规定。

Doesnotmindtakingneworchallengingassignments.

从不挑选工作，尽可能接受新的或困难的任务。

Trieshardtoself-studytoincreasethequalityofworkoutputs.

为提升工作品质，而努力自我充实。

信　　度：

效　　度：

备　　注：

OrganizationalJusticeScale

英文名称：

OrganizationalJusticeScale

中文名称：

组织公平量表

作　　者：

JasonA.Colquitt

出　　处：

Colquitt,J.A.（2001）."OntheDimensionalityofOrganizationalJustice:

AConstructValidationofaMeasure."JournalofAppliedPsychology86（3）:

386-400.

简　　介：

条　　目：

Proceduraljustice

Thefollowingitemsreferstotheproceduresusedtoarriveatyour（outcome）.Towhatextent:

1.Haveyoubeenabletoexpressyourviewsandfeelingsduringtheseprocedures?

2.Haveyouhadinfluencesoverthe（outcome）arrivedatbythoseprocedures?

3.Havethoseproceduresbeenappliedconsistently?

4.Havethoseproceduresbeenfreeofbias?

5.Havethoseproceduresbeenbasedonaccurateinformation?

6.Haveyoubeenabletoappealthe（outcome）arrivedatbythoseprocedures?

7.Havethoseproceduresupheldethicalandmoralstandards?

Distributivejustice

Thefollowingitemsrefertoyour（outcome）.Towhatextent:

1.Dosyour（outcome）reflecttheeffortyouhaveputintoyourwork?

2.Isyour（outcome）appropriatefortheworkyouhavecompleted?

3.Doesyour（outcome）reflectwhatyouhavecontributedtotheorganization?

4.Isyour（outcome）justified,givenyourperformance?

Interpersonaljustice

Thefollowingitemsreferto（theauthorityfigurewhoenactedtheprocedure）.Towhatextent:

1.Has（he/she）treatedyouinapolitemanner?

2.Has（he/she）treatedyouwithdignity?

3.Has（he/she）treatedyouwithrespect?

4.Has（he/she）refrainedfromimproperremarksorcomments?

Informationaljustice

Thefollowingitemsreferto（theauthorityfigurewhoenactedtheprocedure）.Towhatextent:

1.Has（he/she）beencandidin（his/her）communicationwithyou?

2.Has（he/she）explainedtheproceduresthoroughly?

3.Were（his/her）explanationsregardingtheproceduresreasonable?

4.Has（he/she）communicateddetailsinatimelymanner?

5.Has（he/she）seemedtotailor（his/her）communicationstoindividuals’specificneeds?

信　　度：

效　　度：

备　　注：

ProceduralJustice

英文名称：

ProceduralJustice

中文名称：

程序公平

作　　者：

Farh,J.-L.,P.C.Earley,etal.

出　　处：

Farh,J.-L.,P.C.Earley,etal.（1997）."Impetusforaction:

Aculturalanalysisofjusticeand..."AdministrativeScienceQuarterly42（3）:

421.

简　　介：

条　　目：

Farh,J.-L.,P.C.Earley,etal.（1997）."Impetusforaction:

Aculturalanalysisofjusticeand..."AdministrativeScienceQuarterly42（3）:

421.

ThesampleforthisstudyconsistedofemployeesdrawnfromeightcompaniesintheelectronicsindustryofTaiwan.Alleightcompanieswerelocallyownedandweremembersofthe500largestcompaniesinTaiwan.Thirtytofortymatchingquestionnairesweredistributedtosupervisorsandsubordinatesineachcompany.Thesampleconsistedmainlyoflowtomid-levelmanagers,engineers,salespersons,andclericalstaff.

Participation

1.Managersatalllevelsparticipateinpayandperformanceappraisaldecisions;

2.Throughvariouschannels,mycompanytriestounderstandemployees’opinionsregardingpayandperformanceappraisalpoliciesanddecisions.

3.Paydecisionsaremadeexclusivelybytopmanagementinmycompany;othersareexcludedfromthisprocess;（R）

4.Mycompanydoesnottakeemployees’opinionsintoaccountindesigningpayandperformanceappraisalpolicies.（R）

Cronbachalphawas.71

7-pointscale（1=stronglydisagree,7=stronglyagree）

AppealMechanism

Thecompanyhasaformalappealchannel;

Thecompanyimposesatimelimitwithinwhichtheresponsiblepartiesmustrespondtotheemployee’appeal;

Employees’questionsconcerningpayorperformanceappraisalareusuallyansweredpromptlyandsatisfactorily.

Cronbachalphawas.81

7-pointscale（1=stronglydisagree,7=stronglyagree）

信　　度：

Cronbachalphawas.717-pointscale（1=stronglydisagree,7=stronglyagree）

效　　度：

备　　注：

JusticeScale

英文名称：

JusticeScale

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）.Justiceasamediatoroftherelationshipbetweenmethodsofmonitoringandorganizationalcitizenshipbehaviors.AcademyofManagementJournal,36（3）,527-556.

简　　介：

条　　目：

Sample:

Theemployeesandgeneralmanagersofanationalmovietheatermanagementcompanythatoperated11theatersinalargesouthwesterncitywerestudied.Theemployees（N=213）averaged19.9yearsofageandnearlytwoyearsofexperienceworkinginthetheaters.Amajorityhadcompletedhighschool,butonly17percenthadcompletedcollege.Eachtheaterwasundertheauthorityofageneralmanager;thus,11generalmanagerstookpartinthestudy.Thenumberofemployeespertheatervariedfrom15to45.Ateachlocation,agroupofassistantmanagersaidedthegeneralmanagerintheoperationofthetheater,buttherewerenodirectlinesofauthoritybetweentheseassistantsandspecificemployees.Infact,thevicepresidentforhumanresourcesdescribedtheassistantmanagersasapoolofassistantswhocouldbeassignedtoanyshiftonanyday.Theoneconstantateachtheaterwasthateachgeneralmanagerhadultimateresponsibilityfortheoperationandwason-siteformostofthetheater'shoursofbusiness.Theassistantmanagerswerenotincludedinthedataforthisstudy.

Theemployeescompletedasurveydescribingtheirperceptionsofdistributiveandproceduraljusticeandthemonitoringbehaviorsoftheirgeneralmanager.Sincetheassistantmanagersworkedvariousshiftsbutthegeneralmanagersremainedon-siteformostoftheworkinghours,weconsideredthegeneralmanagerstheappropriatereferentsforthemeasurementofleadermonitoringbehaviors.Thegeneralmanagersprovideddataforthemeasuresoforganizationalcitizenshipbehavior;somegeneralmanagersassessedOCBfor15employees,andsomeassessed45employees.

Allsurveyswerecompletedoncompanytime.Sincedatawerebeingcollectedfromtwosources,employeesandgeneralmanagers,weaskedallparticipantstoputtheirnamesonthesurveysbuttookprecautionstoinsureconfidentiality.Eachemployeereceivedanenvelopeinwhichtosealthecompletedsurveyandmaileditdirectlytous.Intotal,213outof260employeesurveyswerereturnedforaresponserateof81percent.Conversationswiththecompany'svicepresidentforhumanresourcessuggestedthatthedemographiccharacteristicsoftherespondentsreflectedthoseofthegeneralpopulationofemployeesatthetheaters.

Allitemsusedaseven-pointresponseformat.

Distributivejustice

1.      Myworkscheduleisfair.

2.      Ithinkthatmylevelofpayisfair.

3.      Iconsidermyworkloadtobequitefair.

4.      Overall,therewardsIreceiveherearequitefair.

5.      Ifeelthatmyjobresponsibilitiesarefair.

Formalprocedures

1.      Jobdecisionsaremadebythegeneralmanagerinanunbiasedmanner.

2.      Mygeneralmanagermakessurethatallemployeeconcernsareheardbeforejobdecisionsaremade.

3.      Tomakejobdecisions,mygeneralmanagercollectsaccurateandcompleteinformation.

4.      Mygeneralmanagerclarifiesdecisionsandprovidesadditionalinformationwhenrequestedbyemployees.

5.      Alljobdecisionsareappliedconsistentlyacrossallaffectedemp