政府的职责定位与农民工组织化中社会资本的整合 —— 基于南昌市“散工劳务超市工会”的调查

近年来,社区农民工工会成为各个地方创新农民工社会管理的典型代表,并以此作为政府社会管理创新的亮点。本文对这种环境下组建的散工劳务超市工会展开调查,分析该类工会社会资本的生成和运行困境,反思政府在完善农民工劳动关系中的定位,认为政府在改善农民工劳动关系中存在定位不准的问题。     

西北地区民办社会工作组织发展问题——以甘肃省社会工作服务组织为例

本文以甘肃省社会工作服务组织为研究对象探究西北地区社会工作服务组织存在的发展不均衡、缺乏自我造血能力,伪专业化和商业化运作模式问题,并从组织机制建设,督导机制构建,项目化运作,本土民族社会工作模式探讨解决策略。     

司法改革视野下检察业务考评机制改革新思考

检察业务考评对驱动检察机关职能发挥、实现检察机关价值有重要作用。在本轮司法改革前,我国检察业务考评机制呈现层级化运作方式,由上级院考评下级院,检察官个人不作为考评主体;此后,各地在层级化考评运作下,探索构建对员额检察官个人的考评机制。我国检察业务考评的发展回应了检察改革实践,但尚未充分适应中国特色检察制度的要求,尚未做到完全按照检察规律办事,急需创新制定适应司法改革的考评措施。应从层级化考评的完善、创新设置个人考评、考评的组织与程序三方面进一步改革。     

中小企业战略转型风险免疫机理研究

本文以一家中小企业为研究对象,基于其战略转型风险因素的识别结果,从组织免疫的视角出发,深入剖析了其系统免疫、功能免疫和辅助免疫对其战略转型风险的应对机理,并尝试构建出中小企业战略转型风险免疫机理的理论模型。     

Employee concerns regarding self-managing work teams: A multidimensional justice perspective

The increase in the use of self-managing work teams in organizations has been accompanied by growing employee resistance and concern about what such dramatic changes mean to workers. Using an organizational justice perspective, this chapter identifies and examines employee concerns about the move to self-managing work teams in two Fortune 500 organizations. Employee fairness concerns regarding three types of justice—distributive, procedural, and interactional—are highlighted. Findings suggest that to address employee fairness concerns regarding the move to self-managing work teams, managers should act distributively, procedurally, and interactionally justly.[Self-managing work teams are] the right way and the only way to be productive.—Self-managing work team member in a Fortune 500 company     

A Vigilante Model of Justice: Revenge,Reconciliation, Forgiveness,and Avoidance

Once a working relationship is damaged through an act of injustice, how do the victim and offender repair their relationship? What causes the victim to let go of the anger and resentment and then reconcile with the offender? We propose a theory that the likelihood of forgiveness and reconciliation is greatly enhanced, and revenge and avoidance greatly decreased, if justice is first served. That is, forgiveness follows justice; without justice, forgiveness is much less likely. Justice may be served one of three ways: (1) by the victim evening the score; (2) by the organization punishing the offender; or (3) by the offender repenting. We recommend that managers establish a procedurally just climate so that victims of offense seek distributive justice through formal channels rather than seeking it themselves through revenge.     

The role of procedural and distributive justice in organizational behavior

To investigate the relationship between fairness and organizational outcomes, the present study examined the survey responses of government employees at six Federal installations. Indices of procedural and distributive fairness were factor-analytically derived. Multiple regression analyses indicated that both the procedural measures and the distributive measures were significantly related to measures of job satisfaction, evaluation of supervisor, conflict/harmony, trust in management, and turnover intention. Procedural fairness accounted for significantly more variance than distributive fairness in each of these criterion measures, except for turnover intention. These findings are related to conceptual and methodological issues concerning procedural fairness and organizational behavior.     

From Interactional Justice to Citizenship Behaviors: Role Enlargement or Role Discretion?

An organizational field study examined the mechanisms through which supervisors’ interactional justice influences employees’ individual-directed organizational citizenship behaviors (OCBs). Although, previous research supports the relationship between interactional fairness and OCBs, the mechanisms of operation remain unclear. Separate frameworks, based on role enlargement and role discretion exist, with no prior attempts to compare them. In this study, I examine two competitive models, (a) a role enlargement model, using employees’ role definitions as a mediator and (b) a role discretion model, using employees’ role definitions as a moderator. The results, based on data collected from 141 employee-manager dyads in a work organization, confirm that role definitions moderate the relationships between interactional justice and OCBs. The findings are discussed to derive theoretical and practical implications and directions for future research.     

制度视域中单位的性别选择机制

利用理性选择制度主义的视角,分析单位在人才招聘中选择行为的生成机制,可以得出招聘中男性偏好现象的形成是由于组织认知定型化和正式制度虚置化所致。组织认知定型化是由非正式制度即传统性别文化塑造而成的,而正式制度虚置化则归因于非正式制度和正式制度的不相容、正式制度的实施机制无效。如果要改变单位的选择行为,就要强化正式制度的实施机制。     

荀子组织理论与现代管理

荀子的组织理论代表了战国末期儒家组织管理理论的最高水平。当我们从现代组织理论的视角去解读荀子组织理论时,会发现它是超越性与局限性的矛盾综合体。本文拟从定职不定员的等级制,弱君强相的礼法之治,夺人之心的组织发展观三方面,对荀子的组织理论加以梳理,以期为现代管理者吸收中国传统管理智慧提供借鉴。