职业健康心理学(OHP)在采矿行业中的应用探讨

通过分析采矿行业矿工的工作压力、工作倦怠和工作家庭冲突,个人、企业和社会环境之间的关系等方面的内容,提出职业健康心理学在采矿行业中应用的重要性,从职业健康心理学的角度在不同方面谈谈如何解决当前采矿行业矿工心理不健康的现象,以达到矿工拥有正确的职业健康心理,从而促进个体和企业的健康发展。     

关于企业班组建设的思考

班组建设工作是企业通过一定的组织方式和活动形式,主要依靠班组的自身努力,全面提高其政治、思想、文化、业务、技术素质,加固企业管理基础,增强企业活力的一项基础性工作。本文从落实班组经济责任制、提高班组管理水平、加强职工技术培训、提高职工技术素质、培养职工职业道德和精神文明建设等方面对班组建设工作进行了思考。     

发挥工会职能促进和谐建设

构建和谐企业是构建和谐社会的重要组成部分,社会要和谐,企业首先必须和谐.企业工会作为企业联系广大干部职工的桥梁和纽带,处在协调劳动关系和促进改革发展稳定的特殊位置,工会只有在坚持以人为本,人文关怀的工作理念下,与时俱进,认真履行工会的基本职能,在加强企业干部职工思想政治教育、参与企业管理、推进民主建设、维护职工合法权益,组织职工开展文化体育活动、改善职工集体福利事业等方面,发挥积极作用,团结和动员广大职工投身到单位的各项工作中去,才能在构建和谐单位中发挥应有的作用,促进和谐企业建设.     

论人本主义理念在提高员工职业适应中的作用——从人际适应障碍谈起

人际适应障碍是影响职业适应的一大障碍,它使员工感觉没有自信,表明不良,严重影响职业适应.为了减少人际适应障碍的负面影响,我们可以尝试在员工管理中应用人本主义的管理理念.人本主义管理理念提倡尊重人、爱人,注重和员工情感上的沟通.因此,管理者应该创造出和谐的工作环境,加强与员工的沟通,为员工提供自我实现的机会,建立平等和谐的工作环境,来帮助减轻员工人际适应障碍,促进职业适应.     

临床护理人员职业防护现状与对策

护理人员的职业防护是医院安全管理的重要组成部分,护理人员由于其工作的特殊性,每天不得不暴露于各种各样的职业危险因素之中.本文就护理人员职业防护方面存在的问题作一探讨,并提出相应对策.     

从经济的角度审视OHSMS咨询认证工作的必要性

通过正反两方面的事例，阐述一个企业OHS（职业安全卫生）工作的好环境将直接或间接地影响其自身的生存与发展，乃至对国民经济的整体增长产生巨大的影响。进而说明天津钢管公司获取OHSMS（职业安全卫生管理体系）认证资格的必要性。     

项目建家 促企业和谐发展

“职工之家”建设是一项系统工程和长期工程，关系到企业的稳定发展。如何在人员流动性大，组织分散的施工企业开展职工之家建设？笔者结合所在公司的建家工作经验，对此作了浅显分析。     

建立环境与职业安全健康管理体系提高企业国际竞争力

本文研究分析了环境与职业安全健康管理体系的必要性和可行性，明确提出质量、环境、职业安全健康是金川集团公司可持续发展的迫切需要。论述了以质量管理体系为基础，融入环境、职业安全健康管理体系，实施一体化管理模式，以及质量、环境、职业安全健康一体化管理对体现“以人为本”理念、树立企业形象、提高国际竞争力、促进企业管理现代化的现实意义。     

国企职工管理机制的探讨

对现阶段国企职工的管理，不能简单地使用制度和奖金来控制职工的工作行为，而是要打破传统观念，大胆创新，充分发挥全体职工的智慧，全面调动企业职工的自觉性和主动性，以达到促进企业良性发展的目的。结合安阳钢铁股份公司的管理实际，对现阶段国有企业职工管理机制进行了探讨。     

浅谈如何做好关停企业离退休职工的思想稳定工作

做好关停企业离退休职工的思想稳定工作有利于维护社会稳定.本文主要分析了影响关停企业离退休职工的思想稳定的原因,并针对原因,提出了通过加强离退休党支部工作、做好为离退休职工服务的前移管理、关心离退休职工疾苦,为职工排忧解难三个方面来做好关停企业离退休职工的思想稳定工作.     

Effects of organizational and professional identification on the relationship between administrators’ social influence and professional employees’ adoption of new work behavior.

Administrative social influence is a principal tool for motivating employee behavior. The authors argue that the compliance of professional employees (e.g., doctors) with administrative social influence will depend on the degree to which these employees identify with their profession and organization. Professional employees were found to be most receptive to administrator social influence to adopt new work behavior when they strongly identified with the organization and weakly identified with the profession. In contrast, administrator social influence was counterproductive when professional employees strongly identified with the profession and weakly identified with the organization. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

企业和谐员工关系的构建

不和谐的员工关系会给企业带来非战斗性减员,良好的员工关系则可以影响员工行为态度、工作效率和执行能力。文章从企业愿景与价值观的认同、完善激励约束机制、建立心理契约和确立员工关系管理首要负责人等四方面论述企业应该如何构建和谐的员工关系。     

Perceived organizational support.

Administered a survey of perceived organizational support (SPOS) to 361 employees (among them postal clerks, financial trust company employees, and manufacturing firm workers) and 71 private high school teachers in 2 studies. Teachers also completed an exchange-ideology questionnaire that measured their belief that work effort should depend on treatment by the organization. Results show that (a) employees in an organization form global beliefs concerning the extent to which the organization values their contributions and cares about their well-being, (b) such perceived organizational support reduces absenteeism, and (c) the relation between perceived organizational support and absenteeism is greater for employees with a strong exchange ideology than those with a weak ideology. These findings support the social exchange view that employees' commitment to the organization is strongly influenced by their perception of the organization's commitment to them. Perceived organizational support is assumed to increase the employee's affective attachment to the organization and his/her expectancy that greater effort toward meeting organizational goals will be rewarded. It is concluded that the extent to which these factors increase work effort depends on the strength of the employee's exchange ideology favoring the trade of work effort for material and symbolic benefits. (38 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The curvilinear relation between experienced creative time pressure and creativity: Moderating effects of openness to experience and support for creativity.

This study examined the possibility of a curvilinear relation between the creative time pressure employees experience at work and their creativity. The authors also examined whether this curvilinear relation was moderated by employees' scores on the openness to experience personality dimension and by the support for creativity employees received from supervisors and coworkers. Data were obtained from 170 employees and 10 supervisors of a manufacturing organization. Results showed an inverted U-shaped creative time pressure-creativity relation for employees who scored high on openness to experience while simultaneously receiving support for creativity. The authors discussed the implications of these results for future research and practice. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Reciprocation of perceived organizational support.

Four hundred thirteen postal employees were surveyed to investigate reciprocation's role in the relationships of perceived organizational support (POS) with employees' affective organizational commitment and job performance. The authors found that (a) POS was positively related to employees' felt obligation to care about the organization's welfare and to help the organization reach its objectives; (b) felt obligation mediated the associations of POS with affective commitment, organizational spontaneity, and in-role performance; and (c) the relationship between POS and felt obligation increased with employees' acceptance of the reciprocity norm as applied to work organizations. Positive mood also mediated the relationships of POS with affective commitment and organizational spontaneity. The pattern of findings is consistent with organizational support theory's assumption that POS strengthens affective commitment and performance by a reciprocation process. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Affect Networks: A Structural Analysis of the Relationship Between Work Ties and Job-Related Affect.

The relationship between organizational networks and employees' affect was examined in 2 organizations. In Study 1, social network analysis of work ties and job-related affect for 259 employees showed that affect converged within work interaction groups. Similarity of affect between employees depended on the presence of work ties and structural equivalence. Affect was also related to the size and density of employees' work networks. Study 2 used a 10-week diary study of 31 employees to examine a merger of 2 organizational divisions and found that negative changes in employees' affect were related to having fewer cross-divisional ties and to experiencing greater reductions in network density. The findings suggest that affect permeates through and is shaped by organizational networks. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Trust that binds: The impact of collective felt trust on organizational performance.

The impact of employees' collective perceptions of being trusted by management was examined with a longitudinal study involving 88 retail stores. Drawing on the appropriateness framework (March, 1994; Weber, Kopelman, & Messick, 2004), the authors develop and test a model showing that when employees in an organization perceive they are trusted by management, increases in the presence of responsibility norms, as well as in the sales performance and customer service performance of the organization, are observed. Moreover, the relationship between perceptions of being trusted and sales performance is fully mediated by responsibility norms. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Employee and customer perceptions of service in banks: Replication and extension.

Replicated the 1st author and J. J. Parkington's (1979) research on the relationships between employees and customers in service organizations by analyzing survey data from 142 employees and 968 customers from 28 branches of a bank. Moderate support was found for the 1st author and Parkington's work on correlates of stress for boundary role employees. Support was also found for relationships between branch employees' and branch customers' service perceptions and attitudes as reported by the present 1st author et al (1980). Significant relationships were reported between branch employees' perceptions of organizational human resources practices and branch customers' attitudes about service. Employee attitudes and customer attitudes were related to their own and one another's turnover intentions. Results are discussed from the perspective of promoting an integration of consumer and organizational behavior in the service sector. (51 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Ambivalence toward imposed change: The conflict between dispositional resistance to change and the orientation toward the change agent.

Following an analysis of the concept of “imposed change,” we propose 2 factors that jointly contribute to an individual's experience of ambivalence to imposed change. In a secondary analysis of data (N = 172) and 2 field studies (N = 104, N = 89), we showed that individuals' personal orientation toward change interacts with their orientation toward the change agent and yields ambivalence. Specifically, among employees with a positive orientation toward the change agent (i.e., high trust in management, identification with the organization), the relationship between employees' dispositional resistance to change and ambivalence was positive. The opposite pattern emerged among employees with a negative orientation toward the change agent (Studies 2 and 3). Our findings suggest that researchers may have been misinterpreting employees' reactions to change, neglecting the possibility that some may simultaneously hold strong, yet conflicting, views about the change. By accounting for, and predicting, ambivalence, these studies provide a more accurate explanation of employees' responses to change. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

The Perceptions of Fair Interpersonal Treatment Scale: development and validation of a measure of interpersonal treatment in the workplace

The Perceptions of Fair Interpersonal Treatment (PFIT) scale was designed to assess employees' perceptions of the interpersonal treatment in their work environment. Analyses of the factor structure and reliability of this new instrument indicate that the PFIT scale is a reliable instrument composed of 2 factors: supervisor treatment and coworker treatment. It was hypothesized that the PFIT scale would be positively correlated with job satisfaction variables and negatively correlated with work withdrawal, job withdrawal, experiences of sexual harassment, and an organization's tolerance of sexual harassment. Results based on 509 employees in a private-sector organization and 217 female faculty and staff members at a large midwestern university supported these hypotheses. Arguments that common method variance and employees' dispositions are responsible for the significant correlations between the PFIT scale and other job-related variables were eliminated. The implications of these results are discussed.