区域性重大劳资矛盾预警机制构建中组织资源整合研究

为防止劳资纠纷激化引发重大劳资矛盾和劳资冲突,消除社会不稳定的潜在因素,建立区域性重大劳资矛盾预警机制具有十分重要的现实意义.本文在对金桥开发区劳资矛盾预警机制运作实践进行实证分析的基础上提出,建立区域性重大劳资矛盾预警机制的重点是对既有的组织资源进行有效整合,关键是明确各类相关组织的职能定位:政府发挥主导作用,工会发挥主体作用,各类协会、仲裁机构、律师事务所起到支持作用.     

组织支持感与员工敬业度关系

通过对问卷采用独立样本T检验、相关分析、回归分析等统计手段进行分析.结果表明:员工敬业度在不同人口特征变量上,如年龄、婚姻状况、性别和企业性质上存在差异.同时结果显示,组织支持感的三个前因变量——程序公平、上级支持、组织报酬和工作条件,与组织支持感显著正相关,可以有效地预测组织支持感知的产生,其中上级支持对组织支持感的预测力更大一些.另外,组织支持感及其前因变量都与员工敬业度正相关,并且可以有效地预测员工敬业度.而研究结果也证明,组织支持感在其前因变量与员工敬业度之间的关系中具有较强的中介作用.     

Improving Risk Management: From Lame Excuses to Principled Practice

The three classic pillars of risk analysis are risk assessment (how big is the risk and how sure can we be?), risk management (what shall we do about it?), and risk communication (what shall we say about it, to whom, when, and how?). We propose two complements as important parts of these three bases: risk attribution (who or what addressable conditions actually caused an accident or loss?) and learning from experience about risk reduction (what works, and how well?). Failures in complex systems usually evoke blame, often with insufficient attention to root causes of failure, including some aspects of the situation, design decisions, or social norms and culture. Focusing on blame, however, can inhibit effective learning, instead eliciting excuses to deflect attention and perceived culpability. Productive understanding of what went wrong, and how to do better, thus requires moving past recrimination and excuses. This article identifies common blame‐shifting “lame excuses” for poor risk management. These generally contribute little to effective improvements and may leave real risks and preventable causes unaddressed. We propose principles from risk and decision sciences and organizational design to improve results. These start with organizational leadership. More specifically, they include: deliberate testing and learning—especially from near‐misses and accident precursors; careful causal analysis of accidents; risk quantification; candid expression of uncertainties about costs and benefits of risk‐reduction options; optimization of tradeoffs between gathering additional information and immediate action; promotion of safety culture; and mindful allocation of people, responsibilities, and resources to reduce risks. We propose that these principles provide sound foundations for improving successful risk management.     

Acceptance of automation manufacturing technology in China: an examination of perceived norm and organizational efficacy

Abstract

With a shift to more automation technology, social acceptance of technology plays an important role in the manufacturing sector. To what extent this occurs, and affects the adoption of technology, has been less researched, but is important in deciding how such technology is introduced, and the nature of the shift from labour-intensive manufacturing to automation. This research applies the revised technology acceptance model (TAM) to examine the impact of social and individual antecedents on the acceptance of automation manufacturing technology. Survey data are collected from 258 Chinese manufacturers. Results suggest that perceived norms significantly affect organizational intention to use automation manufacturing technology both directly and via perceived usefulness; organizational efficacy explains the intention to use via mediating effect of perceived usefulness and perceived ease of use. This research is one of the first extending and applying TAM from individuals to organizations.     

The belonging model of trust

Although we know that high‐quality employee–organization relationships are beneficial, these relationships are complex and not fully understood, especially among employees of nonprofit organizations. In particular, we know little about how these employees perceive trust, which may overlook an important contributor to effective management. We begin to address this issue by testing a new theoretical model that conceptualizes perceived insider status, psychological ownership, and organizational identification as foundations for the perception of justice and subsequent trust. Our results indicate that psychological ownership and perceived insider status relate to trust through procedural and interpersonal justice. These results contrast those typically found in for‐profit contexts in that organizational identification did not predict justice and that distributive and informational justice did not predict trust.     

黄仁宇悖论与帝国逻辑——以科举制为线索

黄仁宇悖论描述了中华帝国组织形态松散关联但国家秩序坚韧稳定的矛盾特点。本文以科举制为线索,着眼于历史上中华帝国的观念制度来解读这一悖论,特别是这一松散关联组织形态的机制和过程。在中国历史上,科举制度提供了观念一体化的组织基础,导致了官僚体制内外正式与非正式制度的双向渗透和互构,国家与基层社会上下名与实的仪式性连接。这一观念制度提供了各地区、各层次间的同构性和相互关联,同时造就了一个松散关联的官僚组织。结束部分的“余论”指出,在当代中国,国家治理模式发生了重要转型,从观念一体化转向为组织一元化,为国家治理带来了一系列鲜明的特点和新的挑战。     

Doing gender,modestly: Conceptualizing workplace experiences of Pakistani women doctors

Using the theoretical framework of inequality regimes, this article offers a reconceptualization of purdah as it is practised, lived and experienced by women doctors of Pakistan. Based on an ethnographic study of Pakistani women doctors, this research indicates that practising purdah in the workplace is perceived as doing femininity within the hegemonic masculine workplace culture of Pakistan. In Pakistani organizations, individual and institutionalized practices of purdah create a gendered substructure which marginalizes women doctors by dictating the norms of conduct, international ethics, organization of physical space and work allocation. Patriarchal interpretations of religious doctrines of modesty provide legitimacy to the existence of these inequality regimes. Based on this, the article argues for a system‐level theorization of purdah that accounts for both individual and institutional norms of veil. Such conceptualization contributes to our understanding of how religion intersects with gender, class and race to create complex systemic inequities in organizational structure.     

Supportive organizational environment,work-life enrichment,trust and turnover intention: A national survey of PRSA membership

Based on an online survey of a national random sample of the PRSA membership (n?=?650), this study is among the first to explore public relations employees’ own turnover intention and propose three contributing factors for employers to keep top talent in PR industry: a family-supportive organizational environment; the positive, enriching impact of professional work upon practitioners’ life; and PR practitioners’ trust toward employers. Theoretical and practical implications are discussed.     

Doing gender in the ‘new office’

This paper investigates how gender is performed in the context of an office setting designed to promote intensive, fluid networking. We draw on an ethnographically oriented study of the move of staff into a new office building constructed primarily from glass, and incorporating open plan offices, diverse collective areas and walking routes. Although the designers aimed to invoke changes in the behaviour of all staff, they conceptualized these changes in masculine terms. We therefore analyse the gender norms materialized by the workspaces of the ‘new office’ and how women responded to these. We suggest that the new office encourages an image of the ideal worker which brings together ways of acting and interacting that have been characterized as both masculine and feminine — active movement and spontaneous encounters, but also intensive face‐to‐face interaction and deep relationship‐building. Women are driven into this mode of working in an uncompromising, almost aggressive way, but a straightforward gender‐based dynamic does not emerge in their responses, with conventional gender characteristics being reshuffled and recombined.     

The Roman Catholic Church: A Centuries Old History of Awareness of Clerical Child Sexual Abuse (from the First to the 19th Century)

Debates in international forums and in mainstream media on the role, responsibility, liability, and response of ecclesiastical authorities of the Roman Catholic Church (RCC) toward clerical child sexual abuse (cCSA) fail to take into account the historical roots and awareness of the problem. Reports also fail to mention the historic organizational laws RCC developed over centuries. In contrast, RCC documents evidence that the Catholic Church not only carried century’s old history of cCSA, but also repeatedly condemned cCSA by successive papal authorities, organizational laws, and institutional management mechanisms. During the first millennium, however, church laws remained confined to the bookshelves and were not converted into appropriate management policies and infrastructural models. This was largely due to the absence of a central administrative organizational structure, which developed later in the 12th century, following the Second Council of Lateran (1139) when the Papacy asserted its authority to establish administrative control over the organizational church. It was only then that management policies started to be framed and institutional structures enacted to deal more appropriately with cCSA from the 14th to 20th centuries. Despite this, RCC developed a culture of secrecy using clandestine organizational management models and institutional laws prescribed in 1568, 1622, 1741, 1866, 1922, and 1962 which aimed to manage cCSA. The current study traces reported cCSA as far back as the first century and critically examines the organizational laws, and institutional policies developed by RCC to address clerical sexual misconduct up to the end of the 19th century.