Organizational Psychology

The approaches to studying the future attitudes in organization are analyzed (studies in leadership vision, strategic decision making, strategic management, disruptive innovations and corporate foresight). The social psychological, organizational and institutional factors of future attitudes in organizations are determined. The results of empirical research among employees and top managers of Russian companies (N = 169, N = 98, N = 803) show that the processes of social integration (organizational identification and trust) are the most important antecedents of a positive image of the future in organizations. Three social-psychological mechanisms that influence the future attitudes in organization are determined: 1) group reflection on the collective future; 2) group identification based on the positive image of the organizational future that is formed by leaders; 3) collective emotional states (anxiety about the future that is triggered by perceived threat to the group existence).
The prospective group reflexivity, i.e. group orientation toward dialog about future risks and possibilities, enhances the group ability to adapt to changes (strategic flexibility), and the group identification based on the positive image of the future motivates toward attaining the fixed collective objectives. The collective panic and anxious emotional states are also capable to enhance the employees’ future orientation, but in this case the past is opposed to the future and supports positive self-esteem and it isn’t used to improve group effectiveness. The anxious states are related to low organizational identity and low trust. In contrary, the group reflexivity is related to the positive group identity, high trust and commitment.

The aim of the study was to develop a brief valid and reliable Russian-language instrument to measure the three components of hardiness proposed by Salvatore Maddi, commitment, control, and challenge. The factorial structure of the short 24-item version (Osin, Rasskazova, 2013) of the Hardiness test (Leontiev, Rasskazova, 2006) is presented. The analysis was based on a large sample of Russian employees (N=4647) with cross-validation in a student sample (N=1285). Structural equation modelling was used to compare different models with 3 correlated content subscales and 2 independent factors modelling response bias. The model developed by theoretical analysis of the item content demonstrated the best fit. The resulting commitment, control, and challenge subscales include 6 to 10 items and demonstrate acceptable reliability (0,67 < α < 0,82). Discriminant validity of the subscales was investigated using simultaneous multiple regression analysis. Commitment was the strongest predictor of intrinsic work and academic motivation, work engagement, positive mood at work, as well as satisfaction with life in general and life meaning. Control was the strongest predictor of general and academic self-efficacy, optimistic attribution of positive situations, and active coping. Challenge was the strongest predictor of tolerance for ambiguity and optimistic attribution of failures. A brief 12-item version of the Hardiness test was also developed for large-scale survey and screening purposes. It exhibited high reliability (α = 0,86) and predictable three-factor structure. The new measurement instruments can be used for fundamental and applied research in organizational, educational, and clinical psychology.

In the article the authors show in practice how to use the method of job analysis to create the model of competences. As the main methods of analysis used content analysis and expert assessment method. Also in the article you can find an example of a questionnaire for the job and algorithm of work with such a method, as a «photo of the working day». The authors describe in detail the transition from the phase of identification of key tasks for a specific job to the stage of identification of professional and personal qualities by which these tasks can be solved by a specialist. The authors show on a real example of how to combine quantitative and qualitative approaches in designing a competency model. The basic value is in providing step-by-step algorithm for creating the model of competences.

This article discusses the psychological line of investigation of civil behavior in the organization. Describes the various forms of civic behavior. Analyzes the impact of civil behavior on the welfare of individuals and the effectiveness of the organization as a whole. Factors of the first (in relation to themselves, colleagues, supervisor, organization, profession, and social norms) and second-order (individual and organizational variables), constructive and destructive civil employee behavior. Two described factors work in the aggregate i.e., have a joint effect on organizational citizenship behavior. On the one hand, some factors may offset the negative impact of others. This applies primarily to the factors of the «second order». Second, some factors may enhance the positive impact of others. This applies factors «first» and «second order».