樊景立-组织公民行为量表、组织公平量表Orga ni zati onal Citize nship Behavior (OCB) Scale英文名称：Orga ni zatio nal Citize nship Behavior (OCB) Scale中文名称：组织公民行为量表 作 者：Farh, J. L., Earley, P C., & Lin, S. C.出处:Farh, J. L., Earley, P C., & Lin, S. C. “ Impetusfor action: A cultural analysis of j ustice and orga ni zati onal citize nship behavior in Chin ese rative ScienceQuarterly, 1997, 42, 421-444.简介:条目:以下列叙述来描述他（她）的行为您是否同意？请逐项阅读后填答。

4 —不能确定Identification with the company认同组织Eager to tell outsiders good n ews about the compa ny and clarify their mis un dersta ndings 主动对外介绍或宣传公司优点，或澄清他人对公司的误解。

Willi ng to sta nd up to protect the reputati on of the compa ny.努力维护公司形象，并积极参与有关活动。

Makes con structive suggesti ons that can improve the operati on of the comp any.主动提出建设性的改善方案，供公司有关单位参考Actively atte nds compa ny meet in gs.以积极的态度参与公司内相关会议。

Altruism toward colleagues协助同事Willi ng to assist new colleagues to adjust to the work en vir onment.society. Administ 部属的工作行为: 1 —非常不同意 5 —有点同意 2 —相当不同意 6 —相当同意 3 —有点不同意7 —非当同意主动帮助新进同仁适应工作环境。

Willi ng to help colleague solve work-related problems.乐意协助同仁解决工作上的困难。

Willi ng to cover work assig nments for colleague whe n n eeded.主动分担或代理同事之工作。

Willi ng to coordi nate and com muni cate with colleagues.主动与同事协调沟通。

Impers onal harm ony不生事争利(人际和睦)Often speaks ill of the supervisor or colleagues behind their backs. (R)经常在背后批评主管或谈论同事之隐私。

(R)Uses illicit tactics to seek pers onal in flue nce and gain with harmful effect onin terpers onal harm ony in the orga ni zati on. (R)在公司内争权夺利，勾心斗角，破坏组织和谐。

(R)Uses positi on power to pursue selfish pers onal gain. (R)假公济私，利用职权谋取个人利益。

(R)Takes credits, avoids blames, and fights fiercely for personal gain. (R)斤斤计较，争功诿过，不惜抗争以获得个人利益。

(R)Protect ing compa ny resources公私分明Con ducts pers onal bus in ess on compa ny time (e.g., tradi ng stocks, shopp ing, going to barber shops). (R)利用上班时间处理私人事务，如买股票，跑银行，逛街，购物，上理容院•••等。

(R)Uses compa ny resources to do pers onal bus in ess (e.g., compa ny phon es, cop y machi nes, computers, and cars). (R)利用公司资源处理私人事务，如：私自利用公电话，复印机，计算机，公务车• • •等。

(R)Views sick leave as ben efit and makes excuse for tak ing sick leave. (R) 经常借口请假，视为福利。

(R)Con scie ntious ness敬业守法Ofte n arrives early and starts to work immediately.上班时经常提早到达，并着手处理公务。

Takes one ' s job seriously and rarely makes mistakes.工作认真，并且很少出差错。

Complies with compa ny rules and procedures eve n whe n n obody watches a nd no evide nee can be traced.即使无人注意或无据可查时，亦随时遵守公司规定。

Does not mi nd tak ing new or challe nging assig nmen ts.从不挑选工作，尽可能接受新的或困难的任务。

Tries hard to self-study to in crease the quality of work outputs.为提升工作品质，而努力自我充实。

信度:效度:备注:Orga ni zati onal Justice Scale英文名称：Orga nizatio nal Justice Scale中文名称：组织公平量表作者：Jason A. Colquitt出处：Colquitt, J. A. (2001). "On the Dimensionality of Organizational Justice: A Con struct Validati on of a Measure."Journal of Applied Psychology 86(3):386-400条目：Procedural justiceThe following items refers to the procedures used to arrive at your(outcome). To what exte nt:1.Have you been able to express your views and feelings during these procedures?2.Have you had in flue nces over the (outcome) arrived at by those procedures?3.Have those procedures bee n applied con siste ntly?4.Have those procedures bee n free of bias?5.Have those procedures bee n based on accurate in formati on?6.Have you been able to appeal the (outcome) arrived at by those procedures?7.Have those procedures upheld ethical and moral sta ndards?Distributive justiceThe followi ng items refer to your (outcome). To what exte nt:1.Dos your (outcome) reflect the effort you have put into your work?2.Is your (outcome) appropriate for the work you have completed?3.Does your (outcome) reflect what you have contributed to the orga nizati on?4.1s your (outcome) justified, give n your performa nee?In terpers onal justiceThe following items refer to (the authority figure who enacted theprocedure). To what exte nt:1.Has (he/she) treated you in a polite mann er?.2.Has (he/she) treated you with dig ni ty?3.Has (he/she) treated you with respect?4.Has (he/she) refra ined from improper remarks or comme nts?In formati onal justiceThe following items refer to (the authority figure who enacted theprocedure). To what exte nt:1.Has (he/she) bee n can did in (his/her) com muni cati on with you?2.Has (he/she) expla ined the procedures thoroughly?3.Were (his/her) expla nati ons regard ing the procedures reas on able?4.Has (he/she) com muni cated details in a timely manner?5.Has (he/she) seemed to tailor (his/her) com muni cati ons to in dividuals specific n eeds?信度:效度:备注:Procedural Justice英文名称：Procedural Justice中文名称：程序公平作者：Farh, J.-L., P C. Earley, et al.出处：Farh, J.-L., P C. Earley, et al. (1997). "Impetus for action: A cultural analysis of justice and..." Administrative Scienee Quarterly 42(3): 421.简介：条目：Farh, J.-L., P. C. Earley, et al. (1997). "Impetus for action: A culturalanalysis of justice and..." Administrative Scienee Quarterly 42(3): 421.The sample for this study consisted of employees drawn from eight compa nies in the electr onics in dustry of Taiwa n. All eight compa nies were locally owned and were members of the 500 largest compa nies in Taiwa n.Thirty to forty matching questionnaires were distributed to supervisors and subord in ates in each compa ny. The sample con sisted main ly of low to mid-level man agers, engin eers, salespers ons, and clerical staff.Participatio n1.Managers at all levels participate in pay and performanee appraisaldecisi ons;2.Through various channels, my company tries to understand employees ' opinions regard ing pay and performa nee appraisal policies and decisi ons.3.Pay decisions are made exclusively by top management in my company; others are excluded from this process; (R)4.My compa ny does not take employees ' opinions into acco unt in desig ning pay and performa nee appraisal policies. (R) Cron bach alpha was .717-po int scale (1=str on gly disagree, 7=str on gly agree)Appeal Mecha nism The compa ny has a formal appeal cha nn el;The company imposes a time limit within which the responsible parties must resp ond to the employee' appeal;Employees ' questions concerning pay or performanee appraisal are usuallyan swered promptly and satisfactorily. Cron bach alpha was .817-po int scale (1=str on gly disagree, 7=str on gly agree)信度：Cron bach alpha was .71 7-po int scale (1=str on gly disagree, 7=stro ngly agree)效度：备注：Justice Scale英文名称：Justice Scale中文名称：公平问卷作者：Niehoff, B. P., & Moorman, R. H.出处：Niehoff, B. P, & Moorman, R. H. (1993). Justice as a mediator of the relati on ship betwee n methods of mon itori ng and orga ni zati onal citize nship behaviors. Academy of Man ageme nt Journ al,36(3), 527-556.简介：条目：Sample: The employees and gen eral man agers of a n ati onal movie theater management company that operated 11 theaters in a large southwestern city were studied. The employees (N = 213) averaged 19.9 years of age and nearly two years of experienee working in the theaters. A majority had completed high school, but only 17 percent had completed college. Each theater was under the authority of a general manager; thus, 11 general managers took part in the study. The number of employees per theater varied from 15 to 45. At each locati on, a group of assista nt man agers aided the general manager in the operation of the theater, but there were no direct li nes of authority betwee n these assista nts and specific employees. In fact, the vice preside nt for huma n resources described the assista nt man agers as a pool of assista nts who coul d be assig ned to any shift on any day. The one con sta nt at each theater was that each gen eral man ager hadultimate responsibility for the operation and was on-site for most of thetheater's hours of bus in ess. The assista nt man agers were not in cluded in the data for this study.The employees completed a survey describing their perceptions of distributive and procedural justice and the monitoring behaviors of theirgeneral manager. Since the assistant managers worked various shifts but the gen eral man agers rema ined on-site for most of the worki ng hours, we considered the general managers the appropriatereferents for themeasurement of leader monitoring behaviors. The general managersprovided data for the measures of organizational citizenship behavior;some gen eral man agers assessed OCB for 15 employees, and some assessed 45 employees.All surveys were completed on company time. Since data were being collected from two sources, employees and gen eral man agers, we asked all participants to put their names on the surveys but took precautions to in sure confid en tiality. Each employee received an env elope in which to seal the completed survey and mailed it directly to us. In total, 213 out of 260 employee surveys were returned for a response rate of 81 percent. Conv ersati ons with the compa ny's vice preside nt for huma n resources suggested that the demographic characteristics of the resp ondents reflected those of the gen eral populati on of employees at the theaters.All items used a seve n-po int resp onse format.Distributive justice1.My work schedule is fair.2.I thi nk that my level of pay is fair.3.I con sider my work load to be quite fair.4.Overall, the rewards I receive here are quite fair.5.I feel that my job resp on sibilities are fair.Formal procedures1.Job decisi ons are made by the gen eral man ager in an un biased manner.2.My general manager makes sure that all employee concerns are heard before job decisi ons are made.3.To make job decisions, my general manager collects accurate and complete in formatio n.4.My general manager clarifies decisions and provides additional in formatio n whe n requested by employees.5.All job decisi ons are applied con siste ntly across all affected empl oyees.6.Employees are all owed to challenge or appeal job decisions made by the gen eral man ager.In teract ional justice1.When decisions are made about my job, the general manager treats me with kindn ess and con sideratio n.2.When decisions are made about my job, the general manager treats me with respect and dig nity.3.Whe n decisi ons are made about my job, the gen eral man ager is sen sitiveto my pers onal n eeds.4.Whe n decisi ons are made about my job, the gen eral man ager deals withme in a truthful manner.5.When decisions are made about my job, the general manager shows concern for my rights as an employee.6.Concerning decisi ons made about my job, the gen eral man ager discussesthe implicati ons of the decisi ons with me.7.The general manager offers adequate justification for decisions made about my job.8.When making decisions about my job, the general manager offers expla nati ons that make sense to me.9.My general manager explains very clearly any decision made about my job.信度：The CFI for the three justice dimensions was .92. This scale was based on one used by Moorman (1991) and had reported reliabilities above .90 for all three dime nsions. 效度：备注：OCB Scale英文名称：OCB Scale中文名称：组织公民行为问卷作者：Niehoff, B. P., & Moorman, R. H.出处：Niehoff, B. P ., & Moorman, R. H. (1993). Justice as a mediator of the relati on ship betwee n methods of mon itori ng and orga ni zati onal citize nship behaviors. Academy of Man ageme nt Journ al, 36(3), 527-556.简介：条目: Sample: The employees and general managers of a national movie theater management company that operated 11 theaters in a largesouthwestern city were studied. The employees (N = 213) averaged 19.9 years of age and n early two years of experie nee worki ng in the theaters. A majority had completed high school, but only 17 percent had completed college. Each theater was un der the authority of a gen eral man ager; thus,11 general managers took part in the study. The number of employees per theater varied from 15 to 45. At each location, a group of assistant managers aided the general manager in the operation of the theater, but there were no direct li nes of authority betwee n these assista nts and specific employees.In fact, the vice preside nt for huma n resources described the assista nt man agers as a pool of assista nts who coul d be assig ned to any shift on any day. The one con sta nt at each theater was that each gen eral man ager hadultimate responsibility for the operation and was on-site for most of thetheater's hours of bus in ess. The assista nt man agers were not in cluded in the data for this study.The employees completed a survey describing their perceptions of distributive and procedural justice and the monitoring behaviors of their general manager. Since the assistant managers worked various shifts but the gen eral man agers rema ined on-site for most of the worki ng hours, we considered the general managers the appropriate referents for the measurement of leader monitoring behaviors. The general managersprovided data for the measures of organizational citizenship behavior;some gen eral man agers assessed OCB for 15 employees, and some assessed 45 employees.All surveys were completed on company time. Since data were being collected from two sources, employees and gen eral man agers, we asked all participants to put their names on the surveys but took precautions to in sure confid en tiality. Each employee received an env elope in which to seal the completed survey and mailed it directly to us. In total, 213 out of 260 employee surveys were returned for a response rate of 81 percent.Conv ersati ons with the compa ny's vice preside nt for huma n resources suggested that the demographic characteristics of the resp ondents reflected those of the gen eral populati on of employees at the theatersAltruism1.Helps others who have heavy work loads.2.Helps others who have bee n abse nt.3.Willingly gives of his/her time to help others who have work related problems.4.Helps orie nt new people eve n though it is not required.Courtesy1.Con sults with me or other in dividuals who might be affected by his/her actions or decisi ons.2.Does not abuse the rights of others.3.Takes steps to preve nt problems with other workers.rms me before taking any important actions.Sportsma nship1.Con sumes a lot of time complai ning about trivial matters. (R)2.Tends to make "mountains out of molehills" (makes problems bigger than they are). (R)3.Con sta ntly talks about wanting to quit his/her job. (R)4.Always focuses on what's wrong with his/her situati on, rather tha n thepositive side of it. (R)Con scie ntious ness1.Is always pun ctual.2.Never takes long lun ches or breaks.3.Does not take extra breaks.4.Obeys company rules, regulations and procedures even when no one is watch ing.Civic virtue1.Keeps abreast of cha nges in the orga ni zati on.2.Atte nds functions that are not required, but that help the compa ny image.3.Attends and participates in meetings regarding the organization.4."Keeps up" with developme nts in the compa ny.Items deno ted with ( R ) are reverse scored.信度：The reliabilities were over .70 for each dimension, and all items used a seve n-po int resp onse format.效度：备注：ognition-and affect -based trust英文名称：cog niti on-and affect-based trust中文名称：基于情感和认知的信任作者：Kok-Yee Ng （黄国燕）and Roy Y. J. Chua （蔡泳瑜）出处：Management and Organization ReviewVolume 2 Page 43 - March 2006doi:10.1111/j.1740-8784.2006.00028.x Volume 2 Issue 1简介：条目：Do I con tribute more whe n I trust more? Differe ntial effects ofcog niti on-and affect-based trustKok-Yee Ng （黄国燕）and Roy Y. J. Chua （蔡泳瑜）基于McAllister （1995）的信任量表基于情感的信任1•你能够与他们自由地分享想法、感受和希望。