组织公平感对组织公民行为的影响研究外文翻译

外文翻译

原文1

Influence of Psychological Contract Breach

on Organizational Citizenship Behaviour and Trust Psychological Contract Breach and OCB

Breach in psychological contract affects employee organizational citizenship behaviour. Several researches indicate a direct effect of contract breach and OCB(Restubog, et al. 2008; Suazo 2009). Coyle-Shapiro and Kessler (2000) suggest that when faced with contract violation, employees seek to remedy the imbalance in their relationship with their employers through the reduction of their commitment and their willingness to engage in OCB. Atabay (2007) surveyed 122 employees and found that the greater the degree of psychological contract breach reported by employees, the less likely they are to engage in OCB. This seems that rule of reciprocity implies in this relationship. In determining the relationship between the two variables several researches have been conducted which suggests that high expectations of psychological contract fulfillment will be associated with high levels of OCB such as Turnley et al.(2003), Coyle-Shapiro (2002). Coyle-Shapiro (2002) reported positive correlations (ranging from r=0.10 to r=0.30) between various components of OCB and the psychological contract fulfillment with the latter being assessed through both employer obligations and employer inducements. Through this finding it can be inferred that perception of non-fulfillment of employee’s psychological contract will have negative effect on OCB. However, Johnson and O’Leary-Kelly (2003)prediction of a direct effect of psychological contract breach on OCB was not supported. They proffered the explanation for this finding that aggrieved employees may not withdraw support from co-workers if they perceive that by doing so their fellow employees may be harmed. .However, extrapolating from above findings, my proposition is that employees will be engaged in OCB when employees feel that the organization is committed to honor its obligations, under the terms and conditions of the psychological contract. In other words, if employees perceive that organization failed to meet obligations of its psychological contract will reduce their OCB. Thus it is hypothesized that:.

H1: Psychological contract breach will have negative influence on employee’s organiza tional

citizenship behavior.

Discussion

As the study is designed to fulfill two objectives i.e. to find out the influence of psychological contract breach on OCB and on trust, the obtained result revealed that breach influences both the variables.

Psychological contract breach was found to be positively related to OCB. This seems to be odd because the finding goes against the accepted and established view that breach should result in lowering employee’s citizenship behaviour. However, this may be probably c itizenship behaviour is more a personal and discretionary in nature, so it mainly depends upon the individual employees to do it or not. .Further this type of behaviour is mainly directed towards their colleague and fellow employees, so perception of breach which is experienced with the employer / organization, does not affect employee’s relation or helpful activities with their fellow employees. Going further in detail, it is found that breach in relational psychological contract results in lowering employee citizenship behaviour and not the transactional psychological contract breach. This imply that employees give more value to the relational contract and if they feel that employer is not fulfilling theirrelational obligations, they become disgusted, disappointed and frustrated and reduces their citizenship behaviour or extra role behaviour. Another reason may be that in relational psychological contract, employees somehow has emotional relational with the organization, develops some sort of ownership with the organization..

Author: Md. Hassan Jafri

Nationality: India

Originate from: National Academy of Psychology (NAOP) India (2008), 6

译文1

心理契约的违背对组织公民行为和信任的影响心理契约的违背影响员工的组织公民行为。几个研究直接表明契约的违背和员工组织公民行为有直接影响(罗沙特伯格等人2008；苏亚佐2009)。罗勒和凯斯勒(2000)表明,在面对契约违反时员工会在和雇主的关系之间寻求平衡通过减少他们的承诺和不愿意做组织公民行为。亚特波(2007)调查了122名员工并发现心里契约更大的程度的违约员工就会减少做组织公民行为。这似乎暗示着一个规律心理契约和组织公民行为在雇佣关系中相互作用，相互影响。在确定这两个变量之间的关系时，几个已经实施的研究表明高预期的心里契约带来的满足感会促使员工做出高水平的组织公民行为。如特勒等人(2003),罗勒(2002)都已证实这个结果。罗勒（2002）通过对心理契约在雇主和员工权利义务方面的测量评估表明组织公民行为的各个组成部分和心理契约是正向关系(从r = 0.10到r = 0.30) 。通过这一发现能推测如果员工的心理契约没有得到实施和满足，会对组织公民行为的实施造成消极影响。然而,约翰逊和科勒(2003)不认为心理契约的违背和组织公民行为有直接的影响。他们提出了他们找到的原因，就是受委屈的员工会从他们同事那里得到支持，如果他的同事认为他收到了伤害的话。然而，立足于以上的发现，我认为，在员工认为该组织是致力于尊敬员工的权利心理契约的条款和条件下，他们将会从事组织公民行为。换句话说,如果员工认为组织未能完成它的心理契约义务，就会减少组织公民行为。因此假设：

假设一:心理契约的违背将会对员工组织公民行为产生消极影响。

讨论

作为研究被设计来完成两个目标即找到心理契约的违背对组织公民行为和信任的影响,得到的结果显示,心理契约的违背对两个变量都有影响。

但心理契约的违背被证明对组织公民行为没有明确的影响。这看起来很怪异因为它违背了大家公认的和已经接受的观点，即违背心里契约会照成员工减少做组织公民行为。但是，你要明白，组织公民行为在本质上更多的是由你个人自由决定的，所以你做不做大部分要看你自己愿意还是不愿意。更进一步说，你愿不愿意做组织公民行为主要受你同伴的直接影响，老练的老板（雇主）他们违背的

心理契约不会影响员工之间的关系和他们之间良性的互动。更详细的进一步说，违背心理契约带来的低员工组织公民行为不是违背事务性心里契约带来的。这暗示员工更看重的是与自身相关的利益，如果他们的老板没有做到，他们就会失望，厌恶并有挫折感，于是他们就会减少组织公民行为或是角色以外的工作。另一个原因也许是当组织和员工有了契约，他们会对组织产生一种情感契约，感到组织本该给他们那些利益和权力。

作者：哈桑

国籍：印度

出处：国家科学院心理学(NAOP)印度2011六月

原文2

Organisational Justice and Citizenship Behaviors:

A Study in the Portuguese Cultural Context ORGANISATIONAL JUSTICE AND CITIZENSHIP BEHAVIORS

The findings show that interactional justice is a better predictor of overall OCB and several OCB dimensions than are distributive and procedural justice. It is possible that employees see their supervisor as a representative of the organisation and react toward the organisation according to the way they feel treated by the supervisor (Bateman & Organ, 1983; Farh et al., 1990;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 imperso nal 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 organisational decisions and policies (two important components of procedural justice) as they value interactions. Finally, the Portuguese culture is also in-group 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 exclusively in these cultural conditions. What we suggest is that some Portuguese cultural features may reinforce the role played by supervisors in promoting OCB. Future research may collect equivalent samples in different cultural contexts (Lynn, Hader, Gabler, & Laaksonen, 2004) and test whether the pattern of relationships found in the present research is replicated in other contexts. Such equivalence must take into account individual values regarding variables such as masculinity/femininity, affiliation, individualism/collectivism, performance orientation, and equity sensitivity.We suggest that some inconsistencies in the literature regarding the relative power of the several justice dimensions for predicting OCB may be rooted in individual differences not controlled in the data collection.

Our study also suggests that, between both dimensions of interactional justice, only the interpersonal one predicts some dimensions of OCB. It is likely that high femininity may make employees sensitive to the manner in which supervisors respect them and exhibit concern for their

welfare (Paine &Organ, 2000). The high power distance may also make employees comfortable 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, comparing 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 two-interactional.factor model: (a) in feminine and high power distance cultures, it is likely that the interpersonal component prevails over the informational one in predicting OCB; (b) in masculine and low power distance cultures, the informational component prevails over the interpersonal one or, at least, people value both equally. One may even consider that the importance of each dimension is contingent on individual values. Individuals espousing feminine and high power distance values are possibly more sensitive to the interpersonal component,while those espousing masculine and low power distance values are more sensitive to the informational component, or respond equally to both..

The findings also suggest that, although OCB can be seen as a latent construct, some predictive power can be lost if the separate dimensions are neglected. For example, the relative strength of interpersonal justice in predicting OCB dimensions with more a “personal” nature (interpersonal harmony and personal initiative) is significantly greater than that of informational justice. Additional evidence suggesting the need to distinguish the several OCB dimensions is the fact that perceptions of justice do not predict the conscientiousness dimension of OCB. One possible explanation is that this dimension is more likely to be an in-role than an extra-role behavior (Vey & Campbell, 2007). People may feel compelled to behave conscientiously not because they wish to reciprocate the way they feel (fairly) treated, but because they feel compelled to perform in-role or mandatory behaviors.

Author: Arménio Rego, Miguel Pina e Cunha

Nationality: Portugal

Originate from: Universidade de Aveiro, Universidade Nova de Lisboa

译文2

组织公正和组织公民行为:

一项在葡萄牙文化背景下的研究

组织公平感和组织公民行为

结果表明:互动公平是能比分配公平和程序公平更好地预测组织公民行为。可能是员工认为他们的主管是组织的代表和他们从主管那里感受到的做法代表着组织（Bateman & Organ,1983；Farh et al.,1990；Moorman,1991)。这种倾向被葡萄牙的文化特色加强的,因为温柔气质和友好关系都使人们对和主管的关系比冷的和代表没有人情味的程序公平更敏。葡萄牙也得到了高的权力距离,这能解释为什么员工不珍惜给组织决策和政策说出自己的声音和提供帮助的机会(程序正义的两个重要部件)，因为他们重视交互公平。最后,这葡萄牙文化也是以内集团团体主义者和低绩效为导向,这可以使员工对大多数分配公平定义的公平原则不敏感。

我们不认为交互公平是一项对组织公民行为唯一重要预测因子在这些文化条件中。我们所建议的是一些葡文化特征可以增强主管促进组织公民行为的力量。未来的研究可能在不同的文化环境中收集等效样本 (Lynn, Hader, Gabler, & Laaksonen, 2004) 和测试在当前研究中发现的人际关系模式是否在其它文化中也能适用。这样的等价必须考虑个人价值有关的变量。如男性气概/阴柔气质、联系、个人主义、集体主义、执行方向和股权的敏感性。我们发现在一些文献中关于对预测组织公民行为成比例的几个组织公平感的维度的不一致可能深植物与个体差异而不是资料收集控制的。

我们的研究还表明,在交互公平的二个维度之间,只有一个维度预测了组织公民行为。它有可能是因为员工的温柔气质使他们对主管尊重他们和关怀他们福利的方法是高敏感的(Paine &Organ, 2000)。高的权力距离或许也会让员工对管理者做出影响他们的决策而不给解释感到舒适。结果表明:未来的研究在预测组织公民行为的时候可能考虑文化因素,对比发现女性和高的权力距离对抗男性和低的权力距离文化。如果这样的推论是正确的,它提出了交互公平的两个因子看来是合适的。因子模型:(一)在女性和高的权力距离文化,它是可能的在预测组织公民行为方面人际关系是胜过信息的;(b)在男性和低权利距离文化,在预测组织公

民行为方面信息是胜过人际关系的,至少,人们都一视同仁。你可能甚至认为,每一个维度的重要性取决于个人的价值观。个人支持女性和高权力距离值是对人际关系比较敏感的,然而那些支持男性和低权力距离的比较敏感信息组件，或反应都一样。

调查结果还显示,虽然组织公民行为可以被视为一个潜在的构建,但如果独立的维度被忽视一些预测力会丢失。例如, 相对较强的交互公平在预测组织公民行为的个人性质方面(人际关系和谐和个人主动性)是比信息公平更有深远意义的。额外的证据表明有必要区分几个组织公民行为的维度是这样的就是正平感不能预测组织公民行为的尽职维度。一个可能的解释是这个维度更有可能是一个自发行为而不是刺激行为(Vey & Campbell, 2007)。

作者：罗格，困哈

国籍：葡萄牙

出处：从阿威罗大学，新星·德·里斯本大学