Papers - Hayashi, Yoichiro

Employees' perception of fairness on organization and their group-oriented attitudes

HAYASHI Yoichiro, OBUCHI Kenichi

Japanese Association of Industrial/Organizational Psychology Journal (Japanese Association of Industrial/Organizational Psychology)  12 ( 2 ) 99 - 110 1999

ISSN  09170391

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従業員の組織に対する公正知党と組織志向—経済的交換モデルと集団価値モデル—

林洋一郎， 大渕憲一

産業・組織心理学研究 12 (2), 99-110  1999

Research on oganizational citizenship behaviors and those determinants : A case of Japanese employees

TANAKA Ken'ichiro, HAYASHI Yoichiro, OHBUCHI Ken-ichi

The Japanese journal of administrative science (経営行動科学学会)  12 ( 2 ) 125 - 144 1998.12

ISSN  0914-5206

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In this study, we examined the factors which determine organizational citizenship behavior (OCB), voluntary and extrarole behaviors by employees within organizations. Japanese employees (N = 187) completed questions about OCB, justice in organizations, leadership styles of their superiors, job satisfaction, organizational commitment, and organizational support. Multiple regression analyses revealed that: a) the higher procedural justice was evaluated, the more Japanese employees were likely to display OCB, b) the effect of distributive justice on OCB was weaker than procedural justice and interactive justice, c) as higher-level Japanese employees had more job satisfaction or organizational commitment, they were more likely to display OCB. In addition, Japanese employees who evaluated organizational support more highly were more likely to display OCB. Covariance structure analysis indicated that the evaluations of interactive justice and supportive leadership by superiors indirectly enhanced OCB. Based on the results of analyses, we discussed OCB in Japanese corporations.

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組織シチズンシップ行動とその規定要因についての研究

田中堅一郎， 林洋一郎， 大渕憲一

経営行動科学 12 (2), 125-144 (The Japanese Association of Administrative Science)  12 ( 2 ) 125 - 144 1998

ISSN  09145206

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In this study, we examined the factors which determine organizational citizenship behavior (OCB), voluntary and extra-role behaviors by employees within organizations. Japanese employees (N=187) completed questions about OCB, justice in organizations, leadership styles of their superiors, job satisfaction, organizational commitment, and organizational support. Multiple regression analyses revealed that: a) the higher procedural justice was evaluated, the more Japanese employees were likely to display OCB, b) the effect of distributive justice on OCB was weaker than procedural justice and interactive justice, c) as higher-level Japanese employees had more job satisfaction or organizational commitment, they were more likely to display OCB. In addition, Japanese employees who evaluated organizational support more highly were more likely to display OCB. Covariance structure analysis indicated that the evaluations of interactive justice and supportive leadership by superiors indirectly enhanced OCB. Based on the results of analyses, we discussed OCB in Japanese corporations.

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• CiNii Research

Utility and fairness concerns in policy evaluation among Japanese people

K Imazai, K Ohbuchi

Japanese Psychological Research 40 (4), 186-197  1998

On Dynamic Validity of Heuristics Used in Relative-Mass Judgment in Collision

O KEN-ICHI, H YOICHIRO, I KEI-ICHIRO, S TAORI

Tohoku Psychologica Folia 56  1997

企業レポート--錬金術に陰りが見え始めた!? 孫正義・ソフトバンクの" 異端経営"

林洋一郎

政界往来= Political journal 62 (11), 66-71  1996