樊景立组织公民行为量表组织公平量表Word格式文档下载.docx

樊景立组织公民行为量表组织公平量表Word格式文档下载.docx

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in 

Chinese 

society.” 

Administrative 

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 

news 

about 

clarify 

their 

misunderstandings

主动对外介绍或宣传公司优点，或澄清他人对公司的误解。

Willing 

stand 

up 

protect 

reputation 

company. 

努力维护公司形象，并积极参与有关活动。

Makes 

constructive 

suggestions 

that 

can 

improve 

operation 

主动提出建设性的改善方案，供公司有关单位参考。

Actively 

attends 

meetings. 

以积极的态度参与公司内相关会议。

Altruism 

toward 

colleagues 

协助同事 

assist 

new 

adjust 

work 

environment. 

主动帮助新进同仁适应工作环境。

help 

colleague 

solve 

work-related 

problems. 

乐意协助同仁解决工作上的困难。

cover 

assignments 

when 

needed. 

主动分担或代理同事之工作。

coordinate 

communicate 

colleagues. 

主动与同事协调沟通。

Impersonal 

harmony 

不生事争利 

（人际和睦） 

Often 

speaks 

ill 

supervisor 

or 

behind 

backs. 

（R） 

经常在背后批评主管或谈论同事之隐私。

Uses 

illicit 

tactics 

seek 

personal 

influence 

gain 

harmful 

effect 

on 

interpersonal 

organization. 

（R）

在公司内争权夺利，勾心斗角，破坏组织和谐。

position 

power 

pursue 

selfish 

gain. 

假公济私，利用职权谋取个人利益。

Takes 

credits, 

avoids 

blames, 

fights 

fiercely 

斤斤计较，争功诿过，不惜抗争以获得个人利益。

Protecting 

resources 

公私分明 

Conducts 

business 

time 

（e.g., 

trading 

stocks, 

shopping, 

going 

barber 

shops）. 

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。

do 

phones, 

copy 

machines, 

computers, 

cars）. 

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。

Views 

sick 

leave 

as 

benefit 

makes 

excuse 

taking 

leave. 

经常借口请假，视为福利。

Conscientiousness 

敬业守法 

arrives 

early 

starts 

immediately. 

上班时经常提早到达，并着手处理公务。

one’s 

job 

seriously 

rarely 

mistakes. 

工作认真，并且很少出差错。

Complies 

rules 

procedures 

even 

nobody 

watches 

no 

evidence 

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 

mind 

challenging 

assignments. 

从不挑选工作，尽可能接受新的或困难的任务。

Tries 

hard 

self-study 

increase 

quality 

outputs. 

为提升工作品质，而努力自我充实。

信 

度：

效 

备 

注：

Justice 

组织公平量表 

Jason 

A. 

Colquitt 

Colquitt, 

（2001）. 

"

On 

Dimensionality 

Justice:

Construct 

Validation 

a 

Measure."

Journal 

Applied 

Psychology 

86（3）:

386-400

Procedural 

Thefollowingitemsreferstotheproceduresusedtoarriveatyour（outcome）.Towhatextent:

1.Haveyoubeenabletoexpressyourviewsandfeelingsduringtheseprocedures?

2.Haveyouhadinfluencesoverthe（outcome）arrivedatbythoseprocedures?

3.Havethoseproceduresbeenappliedconsistently?

4.Havethoseproceduresbeenfreeofbias?

5.Havethoseproceduresbeenbasedonaccurateinformation?

6.Haveyoubeenabletoappealthe（outcome）arrivedatbythoseprocedures?

7.Havethoseproceduresupheldethicalandmoralstandards?

Distributive 

Thefollowingitemsrefertoyour（outcome）.Towhatextent:

1.Dosyour（outcome）reflecttheeffortyouhaveputintoyourwork?

2.Isyour（outcome）appropriatefortheworkyouhavecompleted?

3.Doesyour（outcome）reflectwhatyouhavecontributedtotheorganization?

4.Isyour（outcome）justified,givenyourperformance?

Interpersonal 

Thefollowingitemsreferto（theauthorityfigurewhoenactedtheprocedure）.Towhatextent:

1.Has 

（he/she） 

treated 

you 

polite 

manner?

. 

2.Has 

dignity?

3.Has 

respect?

4.Has 

refrained 

from 

improper 

remarks 

comments?

Informational 

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?

程序公平 

J.-L., 

et 

al. 

（1997）. 

Impetus 

ofjustice 

and..."

Quarterly 

42（3）:

421.

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） 

Cronbach 

alpha 

was 

.71 

7-point 

scale 

（1=strongly 

disagree, 

7=strongly 

agree） 

公平问卷 

Niehoff, 

B. 

P., 

Moorman, 

R. 

H. 

Niehoff,B.P.,&

Moorman,R.H.（1993）.Justiceasamediatoroftherelationshipbetweenmethodsofmonitoringandorganizationalcitizenshipbehaviors.AcademyofManagementJournal,36（3）,527-556.

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.Alljobdecisionsareappliedconsistentlyacrossallaffectedem