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28th International Congress of Psychology August 8 ... - U-netSURF

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Chinese employees. The results show that the main factors can be induced into four constructs:<br />

supports <strong>of</strong> leaders, encouragement <strong>of</strong> organizations, challenge <strong>of</strong> tasks, and plentifulness <strong>of</strong><br />

resources. These factors can be found in the west studies, but in the different order. And gets “ The<br />

Scale <strong>of</strong> creative situation <strong>of</strong> Chinese enterprises" with good construct validity and internal<br />

reliability. Under the help <strong>of</strong> the scale, the study discusses the characteristics <strong>of</strong> different<br />

enterprises with different operation conditions. Lastly gives some advices on the improvement <strong>of</strong><br />

creative contexts.<br />

5028.5 The development <strong>of</strong> the Japanese workplace victimization scale, Ken'ichiro Tanaka 1 ,<br />

Yutaka Toshima 2 , 1 Graduate School <strong>of</strong> Social and Cultural Studies, Nihon University, Japan,<br />

2<br />

Nihon University, Japan<br />

The Japanese Workplace Victimization (WV) Scale was constructed and its reliability was<br />

ascertained in this study. Twenty-four items were selected from workplace victimization scales<br />

that used in previous research. Japanese employees (n = 500), working in corporations in Japan,<br />

participated by answering a questionnaire on WV. The results <strong>of</strong> factor analysis indicated that WV<br />

in Japan consisted <strong>of</strong> three dimensions: “sinister harassment” (e.g., disturbing me in my work),<br />

“directive aggression” (e.g., threatening me with physical harm), and “outrage” (e.g., reiterating<br />

my past mistakes or failures). The alpha coefficients indicated that the reliability <strong>of</strong> the three WV’s<br />

sub-scales was high.<br />

5028.6 Job stress in the coal mining industry: The moderating effect <strong>of</strong> sense <strong>of</strong> coherence,<br />

Jaco Pienaar 1 , Hannelie Roets 2 , 1 North West University, Potchefstroom Campus, South Africa,<br />

2<br />

Xstrata Coal Mine, South Africa<br />

The objective <strong>of</strong> this research was to establish whether sense <strong>of</strong> coherence moderates the effects <strong>of</strong><br />

job stress on burnout <strong>of</strong> employees in a coal mining industry. A cross-sectional survey design was<br />

used. The sample consisted <strong>of</strong> 163 employees coal mine employees. The Maslach Burnout<br />

Inventory, Job Stress Indicator and Orientation to Life Questionnaire were administered.<br />

Canonical analysis showed that a weak sense <strong>of</strong> coherence combined with job stress was<br />

associated with all three components <strong>of</strong> burnout. Structural equation modelling showed that sense<br />

<strong>of</strong> coherence moderated the effect <strong>of</strong> job stress on exhaustion.<br />

5028.7 Study on organizational learning construct <strong>of</strong> Chinese companies, Haibo Yu 1 , Liluo<br />

Fang 2 , Wenquan Ling 3 , 1 Doctor candidate, Center for Social & Economic Behavior, China,<br />

2<br />

Pr<strong>of</strong>essor <strong>of</strong> <strong>Psychology</strong> Institute, Chinese Academy <strong>of</strong> Sciences, BOX 1603, Beijing, China,<br />

100101, 3 Pr<strong>of</strong>essor <strong>of</strong> Institute <strong>of</strong> Human Resource Management, Jinan University, Guangzhou,<br />

China<br />

On the basis <strong>of</strong> literature, interview and pilot study, the authors developed an Organizational<br />

Learning Survey (OLS) to measure Chinese company’s organizational learning. Results from 614<br />

employees and managers <strong>of</strong> 33 Chinese companies indicated that Chinese company’s<br />

organizational learning contained 6 dimensions: individual improvement, collective cooperation<br />

and communication, organizational adjustment, feedback learning, feed forward learning and<br />

inter-organizational learning. And there were significant negative correlations between<br />

organizational learning and turnover intention, and significant positive correlations between<br />

organizational learning and finance performance. Theoretical and practical implications are<br />

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