OCB Scale
英文名称： OCB Scale 中文名称：组织公民行为问卷
作者： Niehoff, B. P., & Moorman, R. H.
出处： 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. 简介：
条目：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 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 managers 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 could be assigned to any shift 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 theater's 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 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 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 sources, employees and general managers, we asked all participants to put their names on the surveys but took precautions to insure confidentiality. 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 company's vice president for human resources suggested that the demographic characteristics of the respondents reflected those of the general population of employees at the theaters
Altruism
1. Helps others who have heavy work loads. 2. Helps others who have been absent.
3. Willingly gives of his/her time to help others who have work related problems. 4. Helps orient new people even though it is not required. Courtesy
1. Consults with me or other individuals who might be affected by his/her actions or decisions.
2. Does not abuse the rights of others.
3. Takes steps to prevent problems with other workers. 4. Informs me before taking any important actions. Sportsmanship
1. Consumes a lot of time complaining about trivial matters. (R)
2. Tends to make \are). (R)
3. Constantly talks about wanting to quit his/her job. (R)
4. Always focuses on what's wrong with his/her situation, rather than the positive side of it. (R)
Conscientiousness 1. Is always punctual.
2. Never takes long lunches or breaks. 3. Does not take extra breaks.
4. Obeys company rules, regulations and procedures even when no one is watching. Civic virtue
1. Keeps abreast of changes in the organization.
2. Attends functions that are not required, but that help the company image. 3. Attends and participates in meetings regarding the organization. 4. \ 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： 备 注：
ognition-and affect-based trust
英文名称： cognition-and affect-based trust 中文名称： 基于情感和认知的信任
作 者： Kok-Yee Ng (黄国燕) and Roy Y. J. Chua (蔡泳瑜)
出 处： Management and Organization ReviewVolume 2 Page 43 - March 2006doi:10.1111/j.1740-8784.2006.00028.x Volume 2 Issue 1 简 介：
条 目： Do I contribute more when I trust more? Differential effects of cognition-and affect-based trust
Kok-Yee Ng (黄国燕) and Roy Y. J. Chua (蔡泳瑜)
基于McAllister (1995)的信任量表 基于情感的信任
1. 你能够与他们自由地分享想法、感受和希望。
2. 你能够与他们自由地谈论你在工作中遇到的困难，并且知道他们愿意倾听。 3. 如果你告诉他们你的问题，你知道他们会给你提供建议并向你表示关心。 4. 他们倾向于在工作关系中投入大量的感情。 基于认知的信任
1. 他们是认真对待团队工作的人。 2. 他们愿意为团队工作做出重要的贡献。 3. 你可以信赖他们去做团队中主要部分的工作。 4. 他们是能够完成团队工作的人
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. 备注：
Trust
英文名称： Trust 中文名称： 信任
作 者： Brockner, J., P. A. Siegel, et al. 出 处：
Brockner, J., P. A. Siegel, et al. (1997). \of outcome...\简 介： 条 目：
Brockner, J., P. A. Siegel, et al. (1997). \of outcome...\
Participants were 354 employees whose median age was 32 years. Their median level of education completed was “some college or technical school ” and their median level of total household 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 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; I trust the management to treat me fairly.
Responses could range from “disagree strongly” (1) to “agree strongly” (4). The coefficient alpha was .75
信 度： The coefficient alpha was .75 效 度： 备 注：