樊景立-組織公民行為量表、組織公平量表

1、樊景立組織公民行為量表、組 織公平量表Organizational Citizenship Behavior (OCB) Scale英文名稱：Organizational Citizenship Behavior (OCB) Scale中文名稱：組織公民行為量表作 者：Farh, J. L., Earley, P C., & Lin, S. C.出處：Farh, J. L., Earley, P C., & Lin, S. C. Impetusfor action: A cultural analysis of j ustice and organizational citizenship b

2、ehavior in Chinese society. Administ rative Science Quarterly, 1997, 42, 421-444.簡介：條目：部屬的工作行為：以下列敘述來描述他（她）的行為您是否同意？請逐項閱讀后填 答。非常不同意 5 有點同意相當不同意 6 相當同意有點不同意 7 非當同意不能確定Identification with the company認同組織Eager to tell outsiders good news about the company and clarify their misun derstandings主動對外介紹或宣傳公司

3、優(yōu)點，或澄清他人對公司的誤解。Willing to stand up to protect the reputation of the company.努力維護公司形象，并積極參與有關活動。Makes constructive suggestions that can improve the operation of the comp any.主動提出建設性的改善方案，供公司有關單位參考Actively attends company meetings.以積極的態(tài)度參與公司內相關會議。Altruism toward colleagues協(xié)助同事Willing to assist new col

4、leagues to adjust to the work environment.主動幫助新進同仁適應工作環(huán)境。Willing to help colleague solve work-related problems.樂意協(xié)助同仁解決工作上的困難。Willing to cover work assignments for colleague when needed.主動分擔或代理同事之工作。Willing to coordinate and communicate with colleagues.主動與同事協(xié)調溝通。Impersonal harmony 不生事爭利(人際和睦)Often s

5、peaks 川 of the supervisor or colleagues behind their backs. (R) 經常在背后批評主管或談論同事之隱私。(R)Uses illicit tactics to seek personal influence and gain with harmful effect on interpersonal harmony in the organization. (R) 在公司內爭權奪利，勾心斗角，破壞組織和諧。(R)Uses position power to pursue selfish personal gain. (R)假公濟私，利用職

6、權謀取個人利益。(R)Takes credits, avoids blames, and fights fiercely for personal gain. (R)斤斤計較，爭功諉過，不惜抗爭以獲得個人利益。(R)Protecting company resources公私分明Conducts personal business on company time (e.g., trading stocks, shopping, going to barber shops). (R)利用上班時間處理私人事務，如買股票，跑銀行，逛街，購物，上理容院. 一等。(R)Uses company reso

7、urces to do personal business (e.g., company phones, cop y machines, computers, and cars). (R)利用公司資源處理私人事務，如：私自利用公電話，復印機，計算機，公務車. 等。(R)Views sick leave as benefit and makes excuse for taking sick leave. (R)經常借口請假，視為福利。(R)Conscientiousness敬業(yè)守法Often arrives early and starts to work immediately.上班時經常提早

8、到達，并著手處理公務。Takes one s job seriously and rarely makes mistakes.工作認真，并且很少出差錯。Complies with company rules and procedures even when nobody watches a nd no evidence can be traced.即使無人注意或無據(jù)可查時，亦隨時遵守公司規(guī)定。Does not mind taking new or challenging assignments.從不挑選工作，盡可能接受新的或困難的任務。Tries hard to self-study to i

9、ncrease the quality of work outputs.為提升工作品質，而努力自我充實。信度:效度:備注:Organizational Justice Scale英文名稱：Organizational Justice Scale中文名稱：組織公平量表作 者：Jason A. Colquitt出 處：Colquitt, J. A. (2001). On the Dimensionality of Organizational Justice: A Construct Validation of a Measure.Journal of Applied Psychology 86(

10、3) :386-400條目：Procedural justiceThe following items refers to the procedures used to arrive at your (outcome). To what extent:.Have you been able to express your views and feelings during these procedures?.Have you had influences over the (outcome)arrived at by thoseprocedures?.Have those procedures

11、 been applied consistently?.Have those procedures been free of bias?.Have those procedures been based on accurate information?.Have you been able to appeal the (outcome) arrived at by those procedures?.Have those procedures upheld ethical and moral standards?Distributive justiceThe following items r

12、efer to your (outcome). To what extent: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 (outcome) reflect what you have contributed to the organization?4.Is your (outcome) justified, given your performance

13、?Interpersonal justiceThe following items refer to (the authority figure who enacted the procedure). To what extent:.Has (he/she) treated you in a polite manner?.Has (he/she) treated you with dignity?.Has (he/she) treated you with respect?.Has (he/she) refrained from improper remarks or comments?Inf

14、ormational justiceThe following items refer to (the authority figure who enacted the procedure). To what extent:.Has (he/she) been candid in (his/her) communication with you?.Has (he/she) explained the procedures thoroughly?.Were (his/her) explanations regarding the procedures reasonable?.Has (he/sh

15、e) communicated details in a timely manner?.Has (he/she) seemed to tailor (his/her) communications to individuals specific needs?信度:效度:備注:Procedural Justice英文名稱：Procedural Justice中文名稱：程序公平作 者：Farh, J.-L., P C. Earley, et al.出 處：Farh, J.-L., P C. Earley, et al. (1997). Impetus for action: A cultural

16、an alysis of justice and. Administrative Science Quarterly 42(3): 421.簡介：條 目:Farh, J.-L., P. C. Earley, et al. (1997). Impetus for action: A cultural analysis of justice and. Administrative Science Quarterly 42(3): 421.The sample for this study consisted of employees drawn from eight companies in th

17、e electronics industry of Taiwan. All eight companies were locally owned and were members of the 500 largest companies in Taiwan.Thirty to forty matching questionnaires were distributed to supervisors and subordinates in each company. The sample consisted mainly of low to mid-level managers, enginee

18、rs, salespersons, and clerical staff.Participation.Managers at all levels participate in pay and performance appraisal decisions;.Through various channels, my company tries to understand employees opinions regarding pay and performance appraisal policies and decisions.Pay decisions are made exclusiv

19、ely by top management in my company;4.others are excluded from this process; (R)4.into account inpay and performance appraisal policies. (R) Cronbach alpha was .717-point scale (1=strongly disagree, 7=strongly agree)Appeal MechanismThe company has a formal appeal channel;The company imposes a time l

20、imit 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

21、scale (1=strongly disagree, 7=stron gly agree)效度：備注：Justice Scale英文名稱：Justice Scale 中文名稱：公平問卷 作 者：Niehoff, B. P., & Moorman, R. H. 出處：Niehoff, B. P, & Moorman, R. H. (1993). Justice as a mediator of the relationship between methods of monitoring and organizational citizenship behaviors. Academy of M

22、anagement Journal, 36(3), 527-556.簡介： 條目：Sample: The employees and general managers of a national 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 experience working in the

23、 theaters. A majority had completed 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 location, a group of assistant ma

24、nagers 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 coul d be assigned to any shift

25、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 theaters hours of business. The assistant managers were not included in the data for this study.The employees completed a survey describing their p

26、erceptions 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, weconsidered the general managers the appropriatereferents for themeasu

27、rement 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

28、sources, employees and general managers, we asked all participants to put their names on the surveys but took precautions to insure confid entiality. 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

29、returned for a response rate of 81 percent. Conversations with the companys 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. Distri

30、butive justiceMy work schedule is fair.I think that my level of pay is fair.I consider my work load to be quite fair.Overall, the rewards I receive here are quite fair.I feel that my job responsibilities are fair.Formal proceduresJob decisions are made by the general manager in an unbiased manner.My

31、 general manager makes sure that all employee concerns are heard before job decisions are made.To make job decisions, my general manager collects accurate and complete information.My general manager clarifies decisions and provides additional information when requested by employees.All job decisions

32、 are applied consistently across all affected empl oyees.Employees are all owed to challenge or appeal job decisions made by the general manager.Interactional justiceWhen decisions are made about my job, the general manager treats me with kindness and consideration.When decisions are made about my j

33、ob, the general manager treats me with respect and dignity.When decisions are made about my job, the general manager is sensitive to my personal needs.When decisions are made about my job, the general manager deals with me in a truthful manner.When decisions are made about my job, the general manage

34、r shows concern for my rights as an employee.Concerning decisions made about my job, the general manager discusses the implications of the decisions with me.The general manager offers adequate justification for decisions made about my job.When making decisions about my job, the general manager offer

35、s explanations that make sense to me.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：備注：OCB Scale英文名稱

36、：OCB Scale 中文名稱：組織公民行為問卷 作 者：Niehoff, B. P., & Moorman, R. H.出 處：Niehoff, B. P ., & Moorman, R. H. (1993). Justice as a mediator of the relationship between methods of monitoring and organizational citizenship behaviors. Academy of Management Journal, 36(3), 527-556.簡介：條 目：Sample: The employees and

37、general managers of a national 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 experience working in the theaters. A majority had completed high school, but only 17 percen

38、t 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 location, a group of assistant managers aided the general manager in the operation of the theater, b

39、ut 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 coul d be assigned to any shift on any day. The one constant at each theater was that each general m

40、anager had ultimate responsibility for the operation and was on-site for most of the theaters 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

41、 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 provi

42、ded 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

43、 to put their names on the surveys but took precautions to insure confid entiality. 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

44、 companys vice president for human resources suggested that the demographic characteristics of the respondents reflected those of the general population of employees at the theatersAltruismHelps others who have heavy work loads.Helps others who have been absent.W川ingly gives of his/her time to help

45、others who have work related problems.Helps orient new people even though it is not required. CourtesyConsults with me or other individuals who might be affected by his/her actions or decisions.Does not abuse the rights of others.Takes steps to prevent problems with other workers.Informs me before t

46、aking any important actions. SportsmanshipConsumes a lot of time complaining about trivial matters. (R)Tends to make mountains out of molehills (makes problems bigger than they are). (R)Constantly talks about wanting to quit his/her job. (R)Always focuses on whats wrong with his/her situation, rathe

47、r than thepositive side of it. (R)ConscientiousnessIs always punctual.Never takes long lunches or breaks.Does not take extra breaks.Obeys company rules, regulations and procedures even when no one is watching.Civic virtueKeeps abreast of changes in the organization.Attends functions that are not req

48、uired, but that help the company image.Attends and participates in meetings regarding the organization.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：備注

49、：ognition-and affect -based trust英文名稱： cognition-and affect-based trust中文名稱：基于情感和認知的信任作 者：Kok-Yee Ng （黃國燕）and Roy Y. J. Chua （蔡泳瑜）出 處： Management and Organization ReviewVolume 2 Page 43 - March 2006doi:10.1111/j.1740-8784.2006.00028.x Volume 2 Issue 1簡介：條目： Do I contribute more when I trust more? Di

50、fferential effects of cognition-and affect-based trustKok-Yee Ng （黃國燕）and Roy Y. J. Chua 傣泳瑜）基于McAllister （1995）的信任量表基于情感的信任.你能夠與他們自由地分享想法、感受和希望。.你能夠與他們自由地談論你在工作中遇到的困難，并且知道他們愿意傾聽。.如果你告訴他們你的問題，你知道他們會給你提供建議并向你表示關心。.他們傾向于在工作關系中投入大量的感情?；谡J知的信任.他們是認真對待團隊工作的人。.他們愿意為團隊工作做出重要的貢獻。.你可以信賴他們去做團隊中主要部分的工作。.他們是能夠完

51、成團隊工作的人信 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.備注:Trust英文名稱：Trust 中文名稱：信任 作 者：Brockner, J., P. A. Siegel, et al. 出處：Brockner, J., P . A. Siegel, et al. (1997). When t

52、rust matters: The moderating effect of outcome. Administrative Science Quarterly 42(3): 558. 簡介： 條目：Brockner, J., P . A. Siegel, et al. (1997). When trust matters: The moderating effect of outcome. Administrative Science Quarterly 42(3): 558.Participants were 354 employees whose median age was 32 ye

53、ars. Their median level of education completed was“ some college or technical schooland their median level of total househol d 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

54、 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

55、;I trust the management to treat me fairly.Responses could range from disagree strongly (1) to “agree stronglyThe coefficient alpha was .75信 度： The coefficient alpha was .75效度:備注:Trust in Leader文名稱： Trust in Lead er Measurement Scale 中文名 稱：對領導的信任作者：Kurt T Dirks 出處：Kurt T Dirks, Trust in leadership a

56、nd team performance: evidence from NCAA basketball, Journal of applied psychology, 2000, vol. 85, No. 6, 1004-1012 簡介： 條目：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 sh

57、ared 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

58、his job with professionalism and dedication. (. 87)Given the coachs 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

59、)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 (stronglydisagree) to 7 (strongly agree).信度：效度：備注：Interpersonal Trust英文名稱：Interpersonal Trust 中文名稱：人際信任 作 者：McAllister, D. J.出處：

60、McAllister, D. J. (1995). Affect- and cognition-based trust as foundations for interpersonal cooperation in organizations. Academy of Management Journal, 38(1), 24-59.簡介： 條目：Sample: A sample of 194 managers and professionals, including men and women from various industries, reported on cross-functio