組織公平感對(duì)組織公民行為的影響研究外文翻譯-其他專業(yè)(參考版)
2025-01-23 01:00本頁面
【正文】 德 Campbell, 2021)。額外的證據(jù)表明有必要區(qū)分幾個(gè)組織公民行為的維度是這樣的就是正平感不能預(yù)測(cè)組織公民行為的盡職維度。 調(diào)查結(jié)果還顯示 ,雖然組織公民行為可以被視為一個(gè)潛在的構(gòu)建 ,但如果獨(dú)立的維度被忽視一些預(yù)測(cè)力會(huì)丟失。你可能甚至認(rèn)為 ,每一個(gè)維度的重要性取決于個(gè)人的價(jià)值觀。因子模型 :(一 )在女性和高的權(quán)力距離文化 ,它是可能的在預(yù)測(cè)組織公民行為方面人際關(guān)系是勝過信息的 。結(jié)果表明 :未來的研究在預(yù)測(cè)組織公民行為的時(shí)候可能考慮文化因素 ,對(duì)比發(fā)現(xiàn)女性和高的權(quán)力距離對(duì)抗男性和低的權(quán)力距離文化。Organ, 2021)。 我們的研究還表明 ,在交互公平的二個(gè)維度之間 ,只有一個(gè)維度預(yù)測(cè)了組織公民行為。如男性氣概 /陰柔氣質(zhì)、聯(lián)系、個(gè)人主義、集體主義、執(zhí)行方向和股權(quán)的敏感性。 Laaksonen, 2021) 和測(cè)試在當(dāng)前研究中發(fā)現(xiàn)的人際關(guān)系模式是否在其它文化中也能適用。我們所建議的是一些葡文化特征可以增強(qiáng)主管促進(jìn)組織公民行為的力量。最后 ,這葡萄牙文化也是以內(nèi)集團(tuán)團(tuán)體主義者和低績效為導(dǎo)向 ,這可以使員工對(duì)大多數(shù)分配公平定義的公平原則不敏感。這種傾向被葡萄牙的文化特色加強(qiáng)的 ,因?yàn)闇厝釟赓|(zhì)和友好關(guān)系都使人們對(duì)和主管的關(guān)系比冷的和代表沒有人情味的程序公平更敏?？赡苁菃T工認(rèn)為他們的主管是組織的代表和他們從主管那里感受到的做法代表著組織（ Bateman amp。 Campbell, 2021). People may feel pelled to behave conscientiously not because they wish to reciprocate the way they feel (fairly) treated, but because they feel pelled to perform inrole or mandatory behaviors. Author: Arm233。Organ, 2021). The high power distance may also make employees fortable with supervisors who do not give them explanations for decisions that affect them. The finding suggests that future studies may consider both cultural variables when predicting OCB, paring findings in feminine and high power distance versus masculine and low power distance cultures. If such reasoning is correct, it seems appropriate to propose the model: (a) in feminine and high power distance cultures, it is likely that the interpersonal ponent prevails over the informational one in predicting OCB。Moorman, 1991). This tendency is reinforced by Portugal’s cultural features,where femininity and affiliation make people more sensitive to interpersonal relationships with supervisors than to the “cold” and impersonal procedures represented in procedural justice. Portugal also scores high in power distance, and this can explain why employees do not value the opportunities for voice and for affording input to anisational decisions and policies (two important ponents of procedural justice) as they value interactions. Finally, the Portuguese culture is also ingroup collectivist and low performance oriented, and this can make employees less sensitive to the equity principle present in most definitions of distributive justice. We do not argue that interactional justice is an important predictor of OCB excl
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