Hög personalomsättning är ett kostsamt problem för organisationer. I försök att motverka problemet har forskare försökt hitta personalomsättningens orsaker. Arbetstagares avsikt att lämna en organisation har visat sig vara en viktig prediktor för omsättning och därför har forskare studerat orsaker till denna avsikt. Syftet med denna undersökning var att undersöka de prediktorer som tidigare forskning visat kan vara signifikanta för avsikten att lämna en organisation: socialiseringstaktiker; organisationsengagemang; övergripande rättvisa; och medarbetarbeteenden. Undersökningen som här genomförts bestod av 74 deltagare som hade jobbat på sin arbetsplats i max sex månader och rekryterades via tillgänglighetsurval. Datainsamlingen skedde genom en webbenkät med självskattningsformulär. En multipel regressionsanalys visade att övergripande rättvisa och investerande kontra fråntagande socialiseringstaktiker var signifikanta prediktorer för avsikten att lämna organisationen. På grund av att urvalet var ett relativt litet snöbollsurval utan stor varians i demografisk bakgrund bör inga stora slutsatser dras utifrån detta resultat, men resultatet kan inspirera till vidare forskning inom ämnet.

本研究旨在瞭解新北市國民小學校長道德領導、教師組織公民行為與教師教學效能之現況，並分析不同背景變項之教師在知覺校長道德領導、教師組織公民行為與教師教學效能之差異情形，且探討三者之間的關係，最後藉由校長道德領導與教師組織公民行為對於教師教學效能進行預測。 本研究採調查研究法，共計抽樣25所學校，發出316份問卷，回收301份有效問卷，問卷有效率達93.67%。資料處理分別以描述性統計、獨立樣本t檢定、單因子變異數分析、皮爾遜積差相關及多元逐步迴歸分析等統計方式進行分析。 本研究獲致以下之結論： 一、新北市國民小學教師知覺校長道德領導為高程度，以「德行修為」之知覺程度為最高，「理性批判」之知覺程度最低。 二、新北市國民小學教師具備高程度的教師組織公民行為，各層面中以「利他人行為」之表現程度為最高，「利組織行為」之表現程度最低。 三、新北市國民小學教師在教師教學效能的表現屬於高程度，各層面得分以「教學情境」之表現程度為最高，「教學評量」之表現程度最低。 四、新北市國民小學教師，因其職務及學校規模之不同，而有不同的校長道德領導知覺感受。以擔任主任職務、與學校規模在60班（含）以下之教師知覺程度較高。 五、新北市國民小學教師，因其服務年資之不同，而知覺到不同程度的教師組織公民行為。以服務年資在5年以下之教師知覺程度較高。 六、新北市國民小學校長道德領導、教師組織公民行為與教師教學效能的知覺及各分層面，彼此之間具有正相關的關係。 七、新北市國民小學校長道德領導、教師組織公民行為對教師教學效能具有預測作用，以「教師組織公民行為」預測力最佳。 最後依據研究結果與結論，提出具體建議，以供教育行政主管機關、學校行政人員、教師及未來研究的參考。 / The aim of my research is to get to know the current status, to analysis the differences and corelationship under many background variables of elemtary principals’mortal leadership, teachers’organizational citizenship behavior and their teaching efficacy. And the paper will finally predict the affectness of elemtary principals’mortal leadership, teachers’organizational citizenship behavior towards the teachers’ teaching efficacy. Samples of my survey research includes 25 schools. 316 questionnaires were distributed and 301 Recycling effective questionnaire are collected back and the rate is 93.67%. All data were analyzed with the methods of descriptive statistics, independent t-test, one-way ANOVA, Pearson correlation, Multiple regression etc. The conclusions were found in this research are listed as following: 1. Elementary school teachers’ perception of principals’moral leadership is above average among New Taipei City: “vitue cultivation” is the highest, while “retional critiques” is the lowest. 2. Elementary school teachers’ perception of teachers’ organizational citizenship behavior is above the average, “altruistic behavior” is the highest, and “Organizational behavior” is the lowest. 3. Elementary school teachers’ perception of teachers’teaching efficacy is above average while “life teaching situation” is the highest, and “teaching evaluation” is the lowest. 4. Significant differences show at the sense of principals’ moral leadership perception n the elementary school teachers’ perception of in terms of gender, job description, and the school size (whether the school has no more than 60 homerooms). 5. Significant differences exist in the elementary school teachers’ perception of teachers’ organizational citizenship behavior in terms of number of working year and 5 working years is the highest. 6. There are significant positive correlation in the elementary school pricipals’ moral leadership perception, teachers’organizational behavior and teachers’teaching efficacy. 7. Both of the principal’s moral leadership and teachers’ organizational citizenship behavior have a predictive effect on teachers’ teaching efficacy, and especially teachers’ organizational citizenship behavior is vital aspect between the two.

The present study tested a nomological net of work engagement that was derived from its extant research. Two of the main work engagement models that have been presented and empirically tested in the literature, the JD-R model and Kahn’s model, were integrated to test the effects that job features and personal characteristics can have on work engagement through the psychological conditions of meaningfulness, safety, and availability. In this study, safety refers to psychological perceptions of safety and not workplace safety behaviors. The job features that were tested in this model included person-job fit, autonomy, co-worker relations, supervisor support, procedural justice, and interactional justice, while the personal characteristics consisted of self-consciousness, self-efficacy, extraversion, and neuroticism. Thirty-four hypotheses and a conceptual model were tested in order to establish the viability of this nomological net of work engagement in which it was expected that meaningfulness would mediate the relationships between job features and work engagement, safety would mediate the relationships that job features and personal characteristics have with work engagement, and availability (physical, emotional, and cognitive resources) would mediate the relationships that personal characteristics have with work engagement. Furthermore, analyses were run in order to determine the factor structure of work engagement, assess whether or not it exhibits differential validity from organizational commitment and job satisfaction, and confirm that it is positively related to the outcome variable of organizational citizenship behavior (OCB). The final sample consisted of 500 workers from an online labor market who responded to a questionnaire composed of measures of all constructs included in this study. Findings show that work engagement is best represented as a three-factor construct, composed of vigor, dedication and absorption. Furthermore, support was found for the distinction of work engagement from the related constructs of organizational commitment and job satisfaction. With regard to the proposed model, meaningfulness proved to be the strongest predictor of work engagement. Results show that it partially mediates the relationships that all job features have with work engagement. Safety proved to be a partial mediator of the relationships that autonomy, co-worker relations, supervisor support, procedural justice, interactional justice, and self-efficacy have with work engagement, and fully mediate the relationship between neuroticism and work engagement. Findings also show that availability partially mediates the positive relationships that extraversion and self-efficacy have with work engagement, and fully mediates the negative relationship that neuroticism has with work engagement. Finally, a positive relationship was found between work engagement and OCB. Research and organizational implications are discussed.

A dramatic and historic evolution has occurred as mental health care has shifted from institutional-based care to community-based care. Framed by the social exchange theory, the purpose of this study was to identify the correlation of the leadership style of supervisors in residential care facilities with the organizational citizenship behavior of the residential care workers. The research questions focused on the correlation between the leadership styles and organizational citizenship behavior (OCB) with a secondary focus specifically on transformational leadership. Residential care workers in 3 states working in 65 facilities within a single organization completed 2 surveys: the Multifactor Leadership Questionnaire and the Organizational Citizenship Behavior Checklist. Forty-nine completed surveys were returned. The transactional leadership style was correlated to OCB in 2 defining subfactors: contingency reward r(42)=.424, p < .001 and management by exception/active r(42)=.417, p <.001. The transformational leadership style was correlated to OCB in 4 defining subfactors: idealized behaviors r(42)=.388, p <.001, instrumental motivation r(42)=.417, p <.001, idealized influence r(42)=.395, p <.001, and individual consideration r(42)=.371, p <.005. These findings have not been previously reported in mental health residential care settings. The generalizability of this study is limited by sample size and scope, because the employees come from facilities within a single corporate organization. Residential care is part of the overall positive social change in care of the mentally ill, by offering the mentally ill the opportunity of an enhanced, community-based life. This study begins the process of ensuring that sufficient evidence-based knowledge and scholarly practitioners are available to lead work that benefits this vulnerable population; additional study is recommended.

The Human Resources (HR) policy prohibiting marriage between coworkers contributes to employee attrition and an unhappy, demoralized, and unengaged workforce in commercial banks in Nigeria. Marriage between coworkers has resulted in forced resignations in commercial banks in Nigeria and employees' perception of being unfairly treated in their organizations. The purpose of this qualitative case study, based on the conceptual framework of organizational justice, was to explore how bank employees whose spouses resigned due to the HR policy prohibiting marriage between coworkers respond to this policy. Fifteen such employees participated in semistructured, one-on-one interviews, and 5 other employees participated in a focus group. Data were also collected from staff handbook, exit interview records, and staff attrition reports. Data were analyzed and triangulated to ensure trustworthiness of the findings. Study findings revealed that the HR policy prohibiting marriage between coworkers negatively affected employees' perception of being fairly treated, which consequently affected their morale, sense of commitment, and productivity. Results from this study may guide decision makers and leaders in the banking sector in Nigeria in formulating policies on marriage between coworkers that will not stimulate employee turnover, disloyalty, low morale, and low productivity. Increased productivity promotes wealth and reduced unemployment, which often results in positive social change. A continuous increase in productivity and profitability may lead to business expansion, which may also lead to more employment opportunities.

Members of the healthcare industry have not fully understood organizational climate factors that enhance organizational citizenship behaviors (OCBs). This lack of understanding can result in negative patient outcomes. The purpose of this cross-sectional quantitative study was to examine the relationships between organizational climate factors and OCBs of employees at hospitals via person-organization fit theory. More, specifically, the purpose of this research was to explore (a) the relationships between organizational climate variables (i.e., welfare, autonomy, involvement, effort, training, integration, and supervisory support) and OCBs (n = 218), (b) differences in OCB scores between hospital leaders (n = 72) and followers (n = 146), and (c) differences in OCB scores between clinical (n = 167) and nonclinical (n = 51) hospital employees. The data were collected from alumni of healthcare degree programs via an anonymous online questionnaire. Results indicated that effort and integration were statistically significant predictors of OCBs. Independent t-test results indicated no significant differences in OCB scores between leaders and followers and between clinical and nonclinical employees. To increase OCBs, a cultural shift is required that includes rewarding actions that align with organizational goals and engaging in interdepartmental collaboration. Implications include increased organizational sustainability; more efficient use of healthcare resources; positive, data-driven decision making regarding healthcare policy; and an increase in aggregate displays of OCBs. Emphasizing effort and integration can promote positive social change that results in enhanced patient care, alignment between employee actions and organizational goals, and improved overall societal health.

Einleitung: Hybride Arbeit im Home-Office – das neue Normal? Die pandemische Lage der vergangenen Jahre hat im Zuge der Verbreitung des COVID-19 Virus die Bedeutung der technisch vermittelten Zusammenarbeit über Kommunikationsnetze noch einmal deutlich herausgestellt. Wo immer möglich, war die Reaktion auf die mit dem Virus verbundenen Gesundheitsgefahren und die damit verbundenen gesetzlichen Auflagen der Regierung, ein technikbasiertes Zusammenarbeiten auf Distanz. Die Arbeit aus dem Home-Office (HO) erlangte eine nie da gewesene Verbreitung, um die Geschäftsprozesse am Laufen zu halten und das Funktionieren der Organisation sicherzustellen. Eine repräsentative Umfrage nach anderthalb Jahren Pandemie zeigte, dass mittlerweile ein Drittel aller Beschäftigten im HO arbeiteten (Bonin et al., 2020), wobei diese Zahl in manchen Berufen und zu späteren Zeitpunkten mit 49 % noch deutlich höher lag (Herrmann & Frey Cordes, 2021). Nach nunmehr mehr als 3 Jahren Pandemie und der Rücknahme des Zwangs zum HO durch die Gesetze und Auflagen der Exekutive, stellt sich die Frage nach einem möglichen (hybriden) „New Normal“ (Bailey & Breslin, 2021). Eine Rückkehr zum vor-pandemischen Modus ist unwahrscheinlich und wird von der Mehrheit der Beschäftigten abgelehnt, wie aktuelle Zahlen aus den USA zeigen: 4 von 10 Beschäftigten würden nach dem Survey of Working Arrangements and Attitudes kündigen, wenn ihr Arbeitgeber die Rückkehr zur 5-Tage Office Woche einfordern würde. Auf der anderen Seite würde mehr als die Hälfte (55 %) einen Jobwechsel in Betracht ziehen, wenn dieser mit der (neuen) Möglichkeit verbunden wäre 2 bis 3 Tage im HO zu arbeiten (Barrero et al., 2021).

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