Thau Stefan, Aquino Karl, Poortvliet P Marijn
Organizational Behavior Subject Area, London Business School, London, England.
J Appl Psychol. 2007 May;92(3):840-7. doi: 10.1037/0021-9010.92.3.840.
This multisource field study applied belongingness theory to examine whether thwarted belonging, defined as the perceived discrepancy between one's desired and actual levels of belonging with respect to one's coworkers, predicts interpersonal work behaviors that are self-defeating. Controlling for demographic variables, job type, justice constructs, and trust in organization in a multilevel regression analysis using data from 130 employees of a clinical chemical laboratory and their supervisors, the authors found that employees who perceive greater levels of desired coworker belonging than actual levels of coworker belonging were more likely to engage in interpersonally harmful and less likely to engage in interpersonally helpful behaviors. Implications for the application of belongingness theory to explain self-defeating behaviors in organizations are discussed.
这项多源实地研究应用归属感理论，以检验被定义为个人在与同事的归属感方面期望水平与实际水平之间感知到的差异的受挫归属感，是否能预测自我挫败的人际工作行为。作者使用一家临床化学实验室的130名员工及其主管的数据，在多层次回归分析中控制了人口统计学变量、工作类型、公正结构和对组织的信任，结果发现，那些感知到同事归属感的期望水平高于实际水平的员工，更有可能做出对人际关系有害的行为，而做出对人际关系有益行为的可能性则较小。文中还讨论了归属感理论在解释组织中自我挫败行为方面的应用意义。
