文章基本信息

标题：職場に対する従業員のささやかな抵抗
其他标题：Slight Resistance to Workplace by Employees
本地全文：下载
作者：田中堅一郎
期刊名称：経営行動科学
印刷版ISSN：0914-5206
电子版ISSN：1884-6432
出版年度：2001
卷号：14
期号：2
页码：87-97
DOI：10.5651/jaas.14.87
语种：Japanese
出版社：The Japanese Association of Administrative Science
摘要：The present study examined organizational retaliatory behavior (ORB), proposed by Skarlicki &Folger (1997, 1999), in Japanese organizations. ORB was defined as the behavioral responses of employees that cause the loss of performance in the workplace, and result in a loss to effective functions of the organization, though not harming employees. Two hundred and twenty Japanese employees completed questionnaires about ORB, organizational justice, and mood in the workplace. The results of factor analysis indicated that ORB scale had two factors (interpersonal deviant behavior, sabotage), though the previous study reported the existence of single factor. Results demonstrated that interpersonal deviant behavior had the negative relationship to organizational justice (procedural and interactive) and associated positively with the negative mood in workplace; sabotage had the positive relationship to negative mood in workplace and associated negatively with the positive mood in workplace. These results suggested that mood in the workplace, as compared with organizational justice, had stronger influence on ORB.
其他摘要：The present study examined organizational retaliatory behavior (ORB), proposed by Skarlicki &Folger (1997, 1999), in Japanese organizations. ORB was defined as the behavioral responses of employees that cause the loss of performance in the workplace, and result in a loss to effective functions of the organization, though not harming employees. Two hundred and twenty Japanese employees completed questionnaires about ORB, organizational justice, and mood in the workplace. The results of factor analysis indicated that ORB scale had two factors (interpersonal deviant behavior, sabotage), though the previous study reported the existence of single factor. Results demonstrated that interpersonal deviant behavior had the negative relationship to organizational justice (procedural and interactive) and associated positively with the negative mood in workplace; sabotage had the positive relationship to negative mood in workplace and associated negatively with the positive mood in workplace. These results suggested that mood in the workplace, as compared with organizational justice, had stronger influence on ORB.