Journal of Occupational and Organizational Psychology

Tổng cộng có 3786 người tham gia trong 14 mẫu độc lập, với quy mô từ 45 đến 549 trong các công ty và cơ quan ở Mỹ và nước ngoài, đã hoàn thành phiên bản mới nhất của Bảng câu hỏi Lãnh đạo Đa nhân tố (MLQ Form 5X), mỗi người mô tả người lãnh đạo tương ứng của mình. Dựa trên tài liệu trước đó, chín mô hình đại diện cho các cấu trúc yếu tố khác nhau đã được so sánh để xác định mô hình phù hợp nhất cho khảo sát MLQ. Các mô hình đã được kiểm tra trong một bộ mẫu ban đầu gồm chín mẫu, sau đó là một bộ tái lập thứ hai gồm năm mẫu. Kết quả chỉ ra rằng cấu trúc yếu tố cho khảo sát MLQ được đại diện tốt nhất bởi sáu yếu tố thứ cấp và ba yếu tố bậc cao có liên quan.

Sự thỏa mãn các nhu cầu tâm lý cơ bản về tính tự định, năng lực và mối quan hệ, như được định nghĩa trong Thuyết Định hướng Tự chủ (Self‐Determination Theory), đã được xác định là một yếu tố dự báo quan trọng cho sự hoạt động tối ưu của cá nhân trong các lĩnh vực cuộc sống khác nhau. Tuy nhiên, việc nghiên cứu sự thỏa mãn nhu cầu liên quan đến công việc dường như gặp trở ngại bởi thiếu một thước đo được chuẩn hóa. Nhằm hỗ trợ các nghiên cứu tương lai, nghiên cứu này đã đặt ra mục tiêu phát triển và xác thực Thang đo Sự hài lòng Nhu cầu Cơ bản liên quan đến Công việc (W‐BNS). Qua bốn mẫu nói tiếng Hà Lan, bằng chứng đã được tìm thấy cho cấu trúc ba yếu tố của thang đo, giá trị phân biệt và độ tin cậy của ba thang đo phụ thuộc sự thỏa mãn nhu cầu cũng như độ giá trị phù hợp và giá trị dự đoán của chúng. W‐BNS do đó có thể được coi là một công cụ hứa hẹn cho các nghiên cứu và thực hành trong tương lai.

This study builds on the work of Wanous, Reichers, and Hudy (1997) by investigating the use of a single‐item approach measuring facet satisfaction. Participants consisted of 207 employees from a variety of organizations who completed a job satisfaction survey containing the Job Descriptive Index (JDI) as well as a single‐item which also measured each of five JDI facets. Results indicated that the single‐item facet measure was significantly correlated with each of the JDI facets (correlations ranged from .60 to .72). Results also indicated that the single‐item approach compared favourably to the JDI and in some cases accounted for incremental variance in self‐reported job performance and intentions to turnover. Implications include the notions that single‐item measures may be easier and take less time to complete, may be less expensive, may contain more face validity, and may be more flexible than multiple‐item scales measuring facet satisfaction.

A questionnaire used often to measure transformational, transactional and laissez‐faire leadership is the Multifactor Leadership Questionnaire developed by Bass (Bass & Avolio, 1989). This study aims to test the factor structure of the MLQ as developed by Bass & Avolio. The MLQ‐8Y was analysed using data collected in Dutch organizations. Seven hundred employees from eight organizations rated their leader's behaviour with the MLQ. First, an indication of the internal consistency of the scales developed by Bass is reported. The results of subsequent factor analyses show that the three types of leadership can be found in the data; however, the scales found here are slightly different from Bass' scales. Especially, the transactional and laissez‐faire scales have been altered on theoretical and empirical grounds. The adapted version of the MLQ covers the domain with fewer items.

The aim of this study was to investigate how different measurement methods and sampling techniques contribute to the observed variation in prevalence rates of workplace bullying. A total of 102 prevalence estimates of bullying from 86 independent samples (N=130,973) were accumulated and compared by means of meta‐analysis. At an average, the statistically independents samples provided an estimate of 14.6%. Yet, the findings show that methodological moderators influence the estimated rates. As for measurement method, a rate of 11.3% was found for studies investigating self‐labelled victimization from bullying based on a given definition of the concept, whereas a rate of 14.8% was found for behavioural measure studies, and 18.1% for self‐labelling studies without a given definition. A difference of 8.7% points was found between randomly sampled and non‐randomly sampled studies. When controlling for geographical differences, the findings show that geographical factors also influence findings on bullying. Hence, findings from different studies on workplace bullying cannot be compared without taking moderator variables into account.

A substantial amount of research in the performance appraisal literature has focused on rater training as a means of improving performance ratings. Unfortunately the value of this research is somewhat equivocated by a lack of organization and integration. The present study provides an integration and a quantitative review of the rater training literature. A general framework for the evaluation of rater training is presented in terms of four rating training strategies (rater error training, performance dimension training, frame‐of‐reference training, and behavioural observation training) and four dependent measures (halo, leniency, rating accuracy and observational accuracy). Finally, a meta‐analytic review is presented to assess the effectiveness of the rater training strategies across the four dependent measures.

Companies operating in hazardous environments employ a variety of organizational controls both to manage the enterprise as a whole and to minimize their risks. This paper critically reviews the use of procedures, rules and regulations to restrict individual behaviour to those courses of action considered safe and productive. In particular, it discusses the psychological, situational and organizational factors influencing compliant and non‐compliant behaviour (i.e. violations and circumventions of safe operating procedures). Ten kinds of rule‐related behaviour are identified. The paper concludes by arguing for the extended use of social and self‐controls to compensate for the inevitable limitations of prescriptive procedures in guiding safe behaviour.

The present study explored the issue of organizational citizenship behaviour (OCB) as a context‐related phenomenon, from a multidimensional perspective. More specifically, it was hypothesized that organizational learning (structures and learning values) would be positively related to (a) OCB that benefited the organization as a whole (OCBO) and (b) OCB that immediately benefited particular individuals (OCBI). The hypotheses identified the school as the unit of analysis; so all variables were aggregates of individual responses to the organizational level of analysis. Justification for aggregation was provided by a within‐group similarity index (r_wg) and a within‐ and between‐entities analysis (WABA). Results from a sample of 31 schools confirmed the main hypotheses, and generally supported the notion that OCB could be treated as a context‐related phenomenon. These results should encourage researchers and practitioners to focus more attention on the organizational context and its characteristics as related to OCB.