1 Introduction
Human factor is the most active productivity element and the most valuable wealth of a corporate. Against the background of the knowledge-bad economic globalization, an unprecedented attention has been given to the development and application of human resources. How to explore the potential of its staff, stimulate their positive organizational behavior and change human resources into human capital at its maximum has become an important problem which needs to be solved urgently in the management of Chine modern enterpri. 一串快乐的音符
Much rearch is done into the staff's working motivation in the foreign countries while empirical study of their positive organizational behavior ems less. Theories on organizational motivation are rarely en abroad. however, whether they are suitable for Chine management cultural tradition is still to be considered. For example, when Adams' theory of organizational justice applies to Chine traditional organizational behavior culture, such as respect of person, being nsitive of one's reputation, thinking better of the
collective and circumbendibus in dealing with human relations, it is a question whether organizational justice will still have a direct effect on the staff's positive organizational behavior. So far, studies of staff's positive organizational behavior have just started at home and abroad, and systematic studies of the concepts of staff's positive organizational behavior, its internal structures and its measurement have not yet been formed. Especially at home, empirical studies of positive organizational behavior have been rarely en. The prent rearch attempts to make an empirical study of the concept, the structure, its state and features and some influencing factors of positive organizational behavior of the staff in manufacturing-type enterpris in China.
2 Findings
Organizational Citizenship Behavior (OCB) is a unique aspect of individual activity at work first mentioned in the early 1980s. According to Organ's (1988) definition, It reprents “individual behavior that is discretionary, not directly or explicitly recognized by
骄傲的将军the formal reward system, and in the aggregate promotes the efficient and effective functioning of the organization”. None of the organizations are designed perfectly. So organizations need organizational citizenship behavior to aggregate promotes the efficient and effective functioning of the organization. Organizational Citizenship Behavior (OCB) refers to the individual behaviors that is discretionary ,not directly or explicity recognized by the formal reward system, and in the aggregate promotes the effective functioning of the organization. With the deepening competition among enpertis and the flattening of organizational structure, more and more managers pay attention to OBC. In China, OBC has also gained a lot of attention, and this paper's main rearch objects are new employees in corporations.
We attempts to examine the correlation among new employees' OBC, performance and turnover intention. The paper has introduced the concept of OBC, performance and turnover intention at first .On the basis of correlative rearch, this paper has educed the characteristic symbols of OCB of enterpri's new staff in our country ,and then testified the hypothes by questionnaire survey and analyzing the date.
Through explored the elements of Counterproductive work behavior (CWB) and the correlated variables, such as organizational justice, interpersonal conflict, organizational constraints, the intermediation of negative emotions, and the effects of team commitment affected CWB, under the comparation between OCB and CWB. Bad on the literature review, the data are gained by the methods of survey from hundred employees of fifteen corporations. Results of CWB as follows:
(1) Counterproductive Work Behaviors included five factors: interpersonal hostility, work deviated, corporation property misappropriates, aggressive behavior, people property misappropriate.隶书钢笔字帖
(2) Decision-making justice affected directly CWB, and affected indirectly CWB through the intermediation of negative emotions.送螃蟹
(3) Interpersonal justice affected directly CWB, and affected indirectly CWB through the intermediation of negative emotions.
凉凉歌曲
(4) Organizational constraints affected directly CWB, and affected indirectly CWB through the intermediation of negative emotions.
(5) Negative emotions have independent power of interpretation for the variation of CWB.
(6) Team commitment could predict CWB.
(7) Team commitment moderates the relation between decision-making justice and CWB.
(8) Team commitment moderates the relation between decision-making justice and CWB.闽南美食
(9) There is significant CWB difference in gender, position and fixed number of work years.
课堂评价用语The lf-constructed organizational citizenship behavior questionnaire is employed to investigate the structure of the organizational citizenship behavior of the personal life insurance salespersons. We can conclusion, ven organizational citizenship behaviors have been identified, which include sportsmanship, lf-development, organizational loalt
y&compliance, individual initiative, helping behavior, good relationship, and organizational agreement. Bad on the results and findings of the paper, the organizational citizenship behavior of the personal life insurance salespersons has been constructed and the applied significance of the model in the HR management practice has been pointed out as well. Through the analyzing of the influence of the autobiographical variables on the model, the author points out that: x factor age factor education factor marriage factor, even their interactions have no notable affection on organizational citizenship behavior; either justice factor or satisfaction factor has notable plus-correlated relationship with ven organizational citizenship behaviors; ven organizational citizenship behaviors have notable plus-correiated relationship with the performance of salespersons and the group. The rest of the rearch provides some helpful suggestions for the HR management of the life insurance industry, especially for performance management.
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