樊景立组织公民行为量表组织公平量表.docx
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樊景立组织公民行为量表组织公平量表
Organizational Citizenship Behavior （OCB） Scale
英文名称：
Organizational Citizenship 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：
Farh, J. L., Earley, P. C., & Lin, S. C. “Impetus for action:
A cultural analysis of justice and organizational citizenship behavior 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 the company and 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 to stand up to protect the reputation of the company.
努力维护公司形象，并积极参与有关活动。
Makes constructive suggestions that can improve the operation of the company.
主动提出建设性的改善方案，供公司有关单位参考。
Actively attends company meetings.
以积极的态度参与公司内相关会议。
Altruism toward colleagues
协助同事
Willing to assist new colleagues to adjust to the work environment.
主动帮助新进同仁适应工作环境。
Willing to help colleague solve work-related problems.
乐意协助同仁解决工作上的困难。
Willing to cover work assignments for colleague when needed.
主动分担或代理同事之工作。
Willing to coordinate and communicate with colleagues.
主动与同事协调沟通。
Impersonal harmony
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 personal influence and gain with harmful effect on interpersonal harmony in the organization. （R）
在公司内争权夺利，勾心斗角，破坏组织和谐。
（R）
Uses position power to pursue selfish personal 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）
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 company resources to do personal business （e.g., company phones, copy machines, 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 benefit and makes excuse for taking sick leave. （R）
经常借口请假，视为福利。
（R）
Conscientiousness
敬业守法
Often 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 company rules and procedures even when nobody watches and no evidence 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 mind taking new or challenging assignments.
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 increase 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：
Organizational Justice Scale
英文名称：
Organizational 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 Organizational Justice:
A Construct Validation of a Measure."Journal of Applied Psychology 86（3）:
386-400
条 目：
Procedural justice
Thefollowingitemsreferstotheproceduresusedtoarriveatyour（outcome）.Towhatextent:
1.Haveyoubeenabletoexpressyourviewsandfeelingsduringtheseprocedures?
2.Haveyouhadinfluencesoverthe（outcome）arrivedatbythoseprocedures?
3.Havethoseproceduresbeenappliedconsistently?
4.Havethoseproceduresbeenfreeofbias?
5.Havethoseproceduresbeenbasedonaccurateinformation?
6.Haveyoubeenabletoappealthe（outcome）arrivedatbythoseprocedures?
7.Havethoseproceduresupheldethicalandmoralstandards?
Distributive justice
Thefollowingitemsrefertoyour（outcome）.Towhatextent:
1.Dosyour（outcome）reflecttheeffortyouhaveputintoyourwork?
2.Isyour（outcome）appropriatefortheworkyouhavecompleted?
3.Doesyour（outcome）reflectwhatyouhavecontributedtotheorganization?
4.Isyour（outcome）justified,givenyourperformance?
Interpersonal justice
Thefollowingitemsreferto（theauthorityfigurewhoenactedtheprocedure）.Towhatextent:
1.Has （he/she） treated you in a polite manner?
.
2.Has （he/she） treated you with dignity?
3.Has （he/she） treated you with respect?
4.Has （he/she） refrained from improper remarks or comments?
Informational justice
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：
Procedural 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 ofjustice and..." Administrative Science Quarterly 42（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：
Cronbach alpha was .71 7-point scale （1=strongly disagree, 7=strongly 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）.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.Alljobdecisionsareappliedconsistentlyacrossallaffectedem
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