组织变化中人与组织匹配研究
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摘要
个人与组织匹配在解释个体和组织的结果变量时是一个重要的概念。求职者在选择组织时，会考虑到与组织的匹配程度；同样，组织在做出雇佣决定时，也会考虑求职者与组织是否匹配。这样的考虑对双方都是有益的，因为人—组织匹配已经被多次证明与工作满意感、组织承诺、离职倾向、工作绩效等结果变量有显著相关。
以往对人—组织匹配的研究多集中在组织进入和社会化方面。而对在组织发展过程中，员工与组织匹配程度会有什么样的变化却知之甚少。本研究正是关注组织变化对人—组织匹配的影响，进而对个体和组织结果变量的影响。本研究得出以下主要结论：
1、组织变化程度与人—组织匹配之间存在显著负相关；组织变化性质的好坏与人—组织匹配之间存在显著正相关；组织变化速度与人—组织匹配之间存在显著负相关。
2、组织公正与人—组织匹配之间存在显著的正相关；变化应对与人—组织匹配之间存在显著的正相关。
3、组织公正在变化性质与人—组织匹配之间起调节作用；变化应对在变化程度、变化性质与人—组织匹配之间起调节作用。
4、人—组织匹配与感情承诺、规范承诺、工作满意感、任务绩效、周边绩效之间分别存在显著正相关；人—组织匹配与离职倾向之间存在显著负相关。
5、人—组织匹配在变化程度与持续承诺、规范承诺、任务绩效、周边绩效之间起中介作用；人—组织匹配在变化性质与规范承诺间起中介作用；人—组织匹配在变化速度与持续承诺、工作满意感之间起中介作用。
The match, or compatibility, between employees and various aspectsof their workplace environment has proven to be a useful concept forexplaining a variety of employee and organizational outcomes. Jobapplicants are thought to use fit perceptions when choosing betweenemployers. Similarly, organizations make hiring decisions based on theirassessment of candidates' fit. These judgments are important to bothparties because P-O fit has been shown to relate to job satisfaction,organizational commitment, intentions to quit, and job performance.
P-O fit research has focused mainly on organization entry and earlysocialization of employees. Only more recently have studies begun tolook at issues of fit as perceived by existing employees. As a result, weknow much less about causes or consequences of shifts in either theenvironment or the individual. This research are aboutperson-organization fit in organization change. The result indicated that:
(1) The extent of change has negative effects on P-O fit; The consequenceof change has positive effects on P-O fit; The speed of change hasnegative effects on P-O fit.
(2) Change process fairness has positive effects on P-O fit, Coping withorganizational change has positive effects of P-O fit.
(3) Change process fairness moderate the relationship between Theconsequence of change and perceived changes in P-O fit; Coping withorganizational change moderate the relationship between the extent ofchange, the consequence of change and perceived changes in P-O fit.
(4) P-O fit has positive effects on affective commitment, normativecommitment,job satisfaction, task performance, contextual performanceand has negative effects on intentions to quit.
(5) P-O fit mediate the relationship between the extent of change andcontinuance commitment, normative commitment, task performance,contextual performance; P-O fit mediate the relationship between theconsequence of change and normative commitment; P-O fit mediate therelationship between the speed of change and continuance commitment,job satisfaction.
以往对人—组织匹配的研究多集中在组织进入和社会化方面。而对在组织发展过程中，员工与组织匹配程度会有什么样的变化却知之甚少。本研究正是关注组织变化对人—组织匹配的影响，进而对个体和组织结果变量的影响。本研究得出以下主要结论：
1、组织变化程度与人—组织匹配之间存在显著负相关；组织变化性质的好坏与人—组织匹配之间存在显著正相关；组织变化速度与人—组织匹配之间存在显著负相关。
2、组织公正与人—组织匹配之间存在显著的正相关；变化应对与人—组织匹配之间存在显著的正相关。
3、组织公正在变化性质与人—组织匹配之间起调节作用；变化应对在变化程度、变化性质与人—组织匹配之间起调节作用。
4、人—组织匹配与感情承诺、规范承诺、工作满意感、任务绩效、周边绩效之间分别存在显著正相关；人—组织匹配与离职倾向之间存在显著负相关。
5、人—组织匹配在变化程度与持续承诺、规范承诺、任务绩效、周边绩效之间起中介作用；人—组织匹配在变化性质与规范承诺间起中介作用；人—组织匹配在变化速度与持续承诺、工作满意感之间起中介作用。
The match, or compatibility, between employees and various aspectsof their workplace environment has proven to be a useful concept forexplaining a variety of employee and organizational outcomes. Jobapplicants are thought to use fit perceptions when choosing betweenemployers. Similarly, organizations make hiring decisions based on theirassessment of candidates' fit. These judgments are important to bothparties because P-O fit has been shown to relate to job satisfaction,organizational commitment, intentions to quit, and job performance.
P-O fit research has focused mainly on organization entry and earlysocialization of employees. Only more recently have studies begun tolook at issues of fit as perceived by existing employees. As a result, weknow much less about causes or consequences of shifts in either theenvironment or the individual. This research are aboutperson-organization fit in organization change. The result indicated that:
(1) The extent of change has negative effects on P-O fit; The consequenceof change has positive effects on P-O fit; The speed of change hasnegative effects on P-O fit.
(2) Change process fairness has positive effects on P-O fit, Coping withorganizational change has positive effects of P-O fit.
(3) Change process fairness moderate the relationship between Theconsequence of change and perceived changes in P-O fit; Coping withorganizational change moderate the relationship between the extent ofchange, the consequence of change and perceived changes in P-O fit.
(4) P-O fit has positive effects on affective commitment, normativecommitment,job satisfaction, task performance, contextual performanceand has negative effects on intentions to quit.
(5) P-O fit mediate the relationship between the extent of change andcontinuance commitment, normative commitment, task performance,contextual performance; P-O fit mediate the relationship between theconsequence of change and normative commitment; P-O fit mediate therelationship between the speed of change and continuance commitment,job satisfaction.
引文
[1] Armenakis, A, A, & Bedeian, A. G. Organizational change: A review of theory and research in the 1990s. Journal of Management, 1999, 25:293-315.
[2] Burke, W 1994. Diagnostic models for organization development. Diagnosis for organizational change: Methods and models, 1994:53-84.New York:Guiford Press.
[3] Burke, W, & Litwin, G.. A causal model of organizational performance and change. Journal of Management, 1992, 18: 523-545.
[4] Vollman, T. The transformation imperative. Harvard Business School Press, 1996
[5] Meyer, A Brooks, G & Goes, J. Environmental jolts and industry revolutions: Organizational responses to discontinuous change. Strategic Management Journal. 11, 1990: 93-110.
[6] Kelly, P, & Amburgey, T. Organizational inertia and momentum: A dynamic model of strategic change. Academy of Management Journal. 1991, 34:591-612
[7] Fox-Wolfgramm,Boal,Hunt. J. Organizational adaptation to institutional change: A comparative study of first-order change in prospector and defender banks. Administrative Science Quarterly, 1998, 43:87-126.
[8] Damanpour, F. Organizational innvation: A meta-analysis of effects of determinants and moderators. Academy of Management Journal, 1991, 34:555-590.
[9] Gresov, Haveman,& Oliva, T. Organizational design, inertia, and the dynamics of competitive response. Organization Science, 1993,4: 181-201.
[10] Huff. J, Huff. A, & Thomas, H. Strategic renewal and the interaction of cumulative stress and inertia. Strategic Management Journal, 1992, 13:55-75.
[11] Sastry, M. Problems and paradoxes in a model of punctuated organizational change. Administrative Science Quarterly, 1997, 42:237-275.
[12] Lewin, K. Frontiers in group dynamics. Human Relations, 1947, 1: 5-41.
[13] Judson, A. Changing behavior in organization: Minimizing resistance to change. Cambridge, MA:
[14] Kotter, J. Leading change: Why transformation efforts fail. Harvard Business Review, 1995, 73(2):59-67
[15] Galpin, T. The human side of change: A practical guide to organization redesign. San Francisco, Jossey-Bass, 1996.
[16] Armenakis, A, Harris, S& Field, H. Paradigms in organizational change: Change agent and change target perspectives. Handbook of Organizational Behavior. New York, 1999.
[17] Bandura,A. Social foundations of thought and action: A social cognitive theory, Englewood Cliffs, N J: Prentice-Hall, 1986.
[18] Isabelle, L. Evolving interpretation as a change unfolds: How managers construe key organ izati onal events. Academy of Management Journal, 1990,33, 7-41.
[19] Jaffe, D, Scott, C & Tobe, G. Rekindling commitment: How to revitalize yourself, your work, and your organization, San Francisco: Jossey-Bass, 1994.
[20] Clarke, J, Ellett, C, Bateman, J, Rugutt, J. Faculty receptivity/resistance to change,personal and organizational efficacy, decision deprivation and effectiveness in research. 1996.
[21] Kanter,R. Transcending business boundaries: 12,000 world managers view change. Harvard Business Review, 1991, 69(3): 151-164.
[22] Cobb, A. T., Wooten, K. C., & Folger, R. Justice in the making:Toward understanding the theory and practice of justice in organizationalchange and development. Research in Organizational Change and Development, 1995, 8,243-295.
[23] Schweiger, D., & DeNisi, A.. Communications with employees following a merger: A longitudinal field experiment. Academy of Management Journal, 1991, 34:110-135.
[24] Leventhal, G. S., Karuza, J., & Fry, W. R. (1980). Beyond fairness: A theory of allocation preferences. In G. Mikula (Ed.), Justice and social interaction(pp.167-218). New York: Springer Publishing Company.
[25] Spector, P. E.. Employee control and occupational stress. American Psychological Society, 2002 11, 153-156.
[26] Bray, D. W. Personnel-centered organizational diagnosis. New York. 1994.
[27] Bantel&Jackson, Top management and innovations in banking: does the composition of the top team make a difference? Strategic Management Journal,1989,10:107-124.
[28] Folkman, Lazarus, Gruen, DeLonis. Coping resource, coping strategies. Work and Stress, 1986,8:372-383.
[29] Callan. Individual and organizational strategies for coping with organizational change. Work and Stress, 1993, 7: 63-75.
[30] Schneider B, Goldstein H W, Smith D B. The ASA framework: An update.Personnel Psychology, 1995,.48: 747-773.
[31] Muchinsky PM, Monahan CJ. What is person-environment congruence? Supplementary versus complementary models of fit, Journal of Vocational Behavior,1987 31:268-277.
[32] Daniel M. Cable, Timothy A. Judge, Person-Organization Fit, Job Choice Decisions,and Organizational Entry, 1996,67(3):294-311.
[33] Barrick, M B and Mount, M K The big five personality dimensions and job performance: A meta-analysis. Personnel Psychology, 1991: 44, 1-26.
[34] Lanver, K J and Kristof-Brown, A, Distinguishing between employees' perceptions of person-job and person-organization fit. Journal of Vocational Behavior,2001, 59: 454-470.
[35] Byrne D The attraction paradigm. 1971, New York :Academic Press.
[36] Schneider B,The people make the place, Personnel Psychology, 1987,40:437-453.
[37] Vancouver J B ,Schmitt N W. An exploratory examination of person- organization fit : Organization goal congruence. Personnel Psychology, 1991,44:333-352.
[38] Bretz R D ,Judge T A. Person-organization fit and the theory of work adjustment :Implication for satisfaction ,tenure ,and career success. Journal of Vocational behavior, 1994:44:32-54
[39] O' Reilly C A III ,Chatman J ,Caldwell D F. People and organizationalculture : A profile comparison approach to assessing person-organization fit. Academy of Management Journal, 1991,34:487-516.
[40] Posner B Z. Person-organization values congruence : No support for individual differences as a moderating influence. Human Relation, 1992,45:351-361.
[41] Tziner A. Congruency issue retested using Finerman's achievement climate notion. Journal of Social Behavior and Personality, 1987,2:63-78.
[42] Becker, T.E. Foci and bases of commitment: Are they distinctions worth making? Academy of Management Journal, 1960,35, 232-244.
[43] Porter P Tett, John. Meyer. Job satisfaction, organizational commitment, turnover intention, and turnover: Path analyses based on meta-analytic findings, Personnel Psychology, 1979, 46:259-293.
[44] Meyer, Allen, Blake E Ashforth. A longitudinal investigation of the relationships between job information sources, applicant perceptions of fit, and work outcomes, Personnel psychology, 1991,50:395-426.
[45] Vroom H Litwin. A causal model of organizational performance and change,Journal of Mcmagement., 1964,18(3):523-545.
[46] Scaffer DE, A theory of vocational development, American Psychologist, 1953, 8:185-190.
[47] Smith, Sheridan JE. Organizational culture and employee retention. Academy of Management Journal, 1969,35: 1036-1056.
[48] Borman, W, & Litwin, G.. A causal model of organizational performance and change. Journal of Management, 1992, 18: 523-545.
[49] Campbell S M. Methods of communication and mediating processes in realistic job preview, Journal of Applies Psychology, 1993,69:633-642.
[50] Hunter. James P Curry, James L Price. On the causal ordering of job satisfaction and organizational commitment, 1953,2:25-36
[51] Borman, Motowidle Byrne D. The attraction paradigm. 1971, New York :Academic Press.
[52] Lawrence, P. Why organizations change. In A. M. Mohrman et al. (Eds.), Large-scale organizational change, 1990: 48-61. San Francisco:Jossey-Bass.
[53] Schneider B Fits about fit. Applied psychology : An International Review ,2001,50: 141-152.
[54] Steven D Caldwell. David M Herold, and Donald B Fedor. Toward an understanding of the relationships among organizational change, individual differences, and changesin person-environment fit: a cross-level study. Journal of Applied Psychology, 2004,89(5): 868-882.
[55] Leventhal, G. S., Karuza, J., & Fry, W. R. Beyond fairness: A theory of allocation preferences. In G. Mikula (Ed.), Justice and social interaction. New York: Springer Publishing Company. 1980:167-218.
[56] Timothy A Judge ,Vladimir Pucik. Managerial coping with organizational change: A dispositional perspective. Journal of Applied Psychology, 1999,84(1): 107-122.
[57] Alan M Saks, Blake E Ashforth. A longitudinal investigation of the relationships between job information sources, applicant perceptionsof fit, and work outcomes,Personnel psychology, 1997, 50:395-426.
[58] Meyer, Allen.. Foci and bases of commitment: Are they distinctions worth making? Academy of Management Journal, 1990, 35: 232-244.
[59] Brayfield, A H. & Rothe H F. An index of job satisfaction. Journal of Applied Psychology. 1951, 35:307-311
[60] O'Relly, C. Chatman, J.& Caldwell ,D.F.. People and organizational culture: A profile comparison approach to assessing person-organization fit. Academy of Management Journal. 1991, 34:487-516.
[61] Borman, W. C, & Motowidlo, S. J. Expanding the criterion domain to include elements of contextual performance. Personnel Selection in Organizations. 1993, San Francisco: Jossey-Bass.
[62] James L R, Brett J M. Mediators, moderators and tests for mediation. Journal of Applied PsychoIogy, 1984, 69 (2) : 307～321
[63] Baron R M, Kenny D A. The moderator, mediator variabledistinction in social psychological research: ConceptuaI, strategic,and statistical considerations. Journal of Personality and Social Psychology, 1986, 51 (6) : 1173～1182
[64] 温忠麟，侯杰泰和张雷。调节效应与中介效应的比较和应用，心理学报，2005，37(2)：268—274。
[65] 温忠麟，张雷，侯杰泰和刘红云。中介效应检验程序及其应用，心理学报，2004，36(5)：614—620。
[66] Brockner, J. Making sense of procedural fairness: How high procedural faimess can reduce or heighten the influence of outcome favorability. Academy of Management Review, 2002, 27: 58-76.
[67] Enz, C. The role of value congruity in organizational power. Administrative Science Quarterly, 1988.33: 284-304.
[2] Burke, W 1994. Diagnostic models for organization development. Diagnosis for organizational change: Methods and models, 1994:53-84.New York:Guiford Press.
[3] Burke, W, & Litwin, G.. A causal model of organizational performance and change. Journal of Management, 1992, 18: 523-545.
[4] Vollman, T. The transformation imperative. Harvard Business School Press, 1996
[5] Meyer, A Brooks, G & Goes, J. Environmental jolts and industry revolutions: Organizational responses to discontinuous change. Strategic Management Journal. 11, 1990: 93-110.
[6] Kelly, P, & Amburgey, T. Organizational inertia and momentum: A dynamic model of strategic change. Academy of Management Journal. 1991, 34:591-612
[7] Fox-Wolfgramm,Boal,Hunt. J. Organizational adaptation to institutional change: A comparative study of first-order change in prospector and defender banks. Administrative Science Quarterly, 1998, 43:87-126.
[8] Damanpour, F. Organizational innvation: A meta-analysis of effects of determinants and moderators. Academy of Management Journal, 1991, 34:555-590.
[9] Gresov, Haveman,& Oliva, T. Organizational design, inertia, and the dynamics of competitive response. Organization Science, 1993,4: 181-201.
[10] Huff. J, Huff. A, & Thomas, H. Strategic renewal and the interaction of cumulative stress and inertia. Strategic Management Journal, 1992, 13:55-75.
[11] Sastry, M. Problems and paradoxes in a model of punctuated organizational change. Administrative Science Quarterly, 1997, 42:237-275.
[12] Lewin, K. Frontiers in group dynamics. Human Relations, 1947, 1: 5-41.
[13] Judson, A. Changing behavior in organization: Minimizing resistance to change. Cambridge, MA:
[14] Kotter, J. Leading change: Why transformation efforts fail. Harvard Business Review, 1995, 73(2):59-67
[15] Galpin, T. The human side of change: A practical guide to organization redesign. San Francisco, Jossey-Bass, 1996.
[16] Armenakis, A, Harris, S& Field, H. Paradigms in organizational change: Change agent and change target perspectives. Handbook of Organizational Behavior. New York, 1999.
[17] Bandura,A. Social foundations of thought and action: A social cognitive theory, Englewood Cliffs, N J: Prentice-Hall, 1986.
[18] Isabelle, L. Evolving interpretation as a change unfolds: How managers construe key organ izati onal events. Academy of Management Journal, 1990,33, 7-41.
[19] Jaffe, D, Scott, C & Tobe, G. Rekindling commitment: How to revitalize yourself, your work, and your organization, San Francisco: Jossey-Bass, 1994.
[20] Clarke, J, Ellett, C, Bateman, J, Rugutt, J. Faculty receptivity/resistance to change,personal and organizational efficacy, decision deprivation and effectiveness in research. 1996.
[21] Kanter,R. Transcending business boundaries: 12,000 world managers view change. Harvard Business Review, 1991, 69(3): 151-164.
[22] Cobb, A. T., Wooten, K. C., & Folger, R. Justice in the making:Toward understanding the theory and practice of justice in organizationalchange and development. Research in Organizational Change and Development, 1995, 8,243-295.
[23] Schweiger, D., & DeNisi, A.. Communications with employees following a merger: A longitudinal field experiment. Academy of Management Journal, 1991, 34:110-135.
[24] Leventhal, G. S., Karuza, J., & Fry, W. R. (1980). Beyond fairness: A theory of allocation preferences. In G. Mikula (Ed.), Justice and social interaction(pp.167-218). New York: Springer Publishing Company.
[25] Spector, P. E.. Employee control and occupational stress. American Psychological Society, 2002 11, 153-156.
[26] Bray, D. W. Personnel-centered organizational diagnosis. New York. 1994.
[27] Bantel&Jackson, Top management and innovations in banking: does the composition of the top team make a difference? Strategic Management Journal,1989,10:107-124.
[28] Folkman, Lazarus, Gruen, DeLonis. Coping resource, coping strategies. Work and Stress, 1986,8:372-383.
[29] Callan. Individual and organizational strategies for coping with organizational change. Work and Stress, 1993, 7: 63-75.
[30] Schneider B, Goldstein H W, Smith D B. The ASA framework: An update.Personnel Psychology, 1995,.48: 747-773.
[31] Muchinsky PM, Monahan CJ. What is person-environment congruence? Supplementary versus complementary models of fit, Journal of Vocational Behavior,1987 31:268-277.
[32] Daniel M. Cable, Timothy A. Judge, Person-Organization Fit, Job Choice Decisions,and Organizational Entry, 1996,67(3):294-311.
[33] Barrick, M B and Mount, M K The big five personality dimensions and job performance: A meta-analysis. Personnel Psychology, 1991: 44, 1-26.
[34] Lanver, K J and Kristof-Brown, A, Distinguishing between employees' perceptions of person-job and person-organization fit. Journal of Vocational Behavior,2001, 59: 454-470.
[35] Byrne D The attraction paradigm. 1971, New York :Academic Press.
[36] Schneider B,The people make the place, Personnel Psychology, 1987,40:437-453.
[37] Vancouver J B ,Schmitt N W. An exploratory examination of person- organization fit : Organization goal congruence. Personnel Psychology, 1991,44:333-352.
[38] Bretz R D ,Judge T A. Person-organization fit and the theory of work adjustment :Implication for satisfaction ,tenure ,and career success. Journal of Vocational behavior, 1994:44:32-54
[39] O' Reilly C A III ,Chatman J ,Caldwell D F. People and organizationalculture : A profile comparison approach to assessing person-organization fit. Academy of Management Journal, 1991,34:487-516.
[40] Posner B Z. Person-organization values congruence : No support for individual differences as a moderating influence. Human Relation, 1992,45:351-361.
[41] Tziner A. Congruency issue retested using Finerman's achievement climate notion. Journal of Social Behavior and Personality, 1987,2:63-78.
[42] Becker, T.E. Foci and bases of commitment: Are they distinctions worth making? Academy of Management Journal, 1960,35, 232-244.
[43] Porter P Tett, John. Meyer. Job satisfaction, organizational commitment, turnover intention, and turnover: Path analyses based on meta-analytic findings, Personnel Psychology, 1979, 46:259-293.
[44] Meyer, Allen, Blake E Ashforth. A longitudinal investigation of the relationships between job information sources, applicant perceptions of fit, and work outcomes, Personnel psychology, 1991,50:395-426.
[45] Vroom H Litwin. A causal model of organizational performance and change,Journal of Mcmagement., 1964,18(3):523-545.
[46] Scaffer DE, A theory of vocational development, American Psychologist, 1953, 8:185-190.
[47] Smith, Sheridan JE. Organizational culture and employee retention. Academy of Management Journal, 1969,35: 1036-1056.
[48] Borman, W, & Litwin, G.. A causal model of organizational performance and change. Journal of Management, 1992, 18: 523-545.
[49] Campbell S M. Methods of communication and mediating processes in realistic job preview, Journal of Applies Psychology, 1993,69:633-642.
[50] Hunter. James P Curry, James L Price. On the causal ordering of job satisfaction and organizational commitment, 1953,2:25-36
[51] Borman, Motowidle Byrne D. The attraction paradigm. 1971, New York :Academic Press.
[52] Lawrence, P. Why organizations change. In A. M. Mohrman et al. (Eds.), Large-scale organizational change, 1990: 48-61. San Francisco:Jossey-Bass.
[53] Schneider B Fits about fit. Applied psychology : An International Review ,2001,50: 141-152.
[54] Steven D Caldwell. David M Herold, and Donald B Fedor. Toward an understanding of the relationships among organizational change, individual differences, and changesin person-environment fit: a cross-level study. Journal of Applied Psychology, 2004,89(5): 868-882.
[55] Leventhal, G. S., Karuza, J., & Fry, W. R. Beyond fairness: A theory of allocation preferences. In G. Mikula (Ed.), Justice and social interaction. New York: Springer Publishing Company. 1980:167-218.
[56] Timothy A Judge ,Vladimir Pucik. Managerial coping with organizational change: A dispositional perspective. Journal of Applied Psychology, 1999,84(1): 107-122.
[57] Alan M Saks, Blake E Ashforth. A longitudinal investigation of the relationships between job information sources, applicant perceptionsof fit, and work outcomes,Personnel psychology, 1997, 50:395-426.
[58] Meyer, Allen.. Foci and bases of commitment: Are they distinctions worth making? Academy of Management Journal, 1990, 35: 232-244.
[59] Brayfield, A H. & Rothe H F. An index of job satisfaction. Journal of Applied Psychology. 1951, 35:307-311
[60] O'Relly, C. Chatman, J.& Caldwell ,D.F.. People and organizational culture: A profile comparison approach to assessing person-organization fit. Academy of Management Journal. 1991, 34:487-516.
[61] Borman, W. C, & Motowidlo, S. J. Expanding the criterion domain to include elements of contextual performance. Personnel Selection in Organizations. 1993, San Francisco: Jossey-Bass.
[62] James L R, Brett J M. Mediators, moderators and tests for mediation. Journal of Applied PsychoIogy, 1984, 69 (2) : 307～321
[63] Baron R M, Kenny D A. The moderator, mediator variabledistinction in social psychological research: ConceptuaI, strategic,and statistical considerations. Journal of Personality and Social Psychology, 1986, 51 (6) : 1173～1182
[64] 温忠麟，侯杰泰和张雷。调节效应与中介效应的比较和应用，心理学报，2005，37(2)：268—274。
[65] 温忠麟，张雷，侯杰泰和刘红云。中介效应检验程序及其应用，心理学报，2004，36(5)：614—620。
[66] Brockner, J. Making sense of procedural fairness: How high procedural faimess can reduce or heighten the influence of outcome favorability. Academy of Management Review, 2002, 27: 58-76.
[67] Enz, C. The role of value congruity in organizational power. Administrative Science Quarterly, 1988.33: 284-304.