Emotional exhaustion and organizational deviance Can the right job and a leader's style

Emotional exhaustion and organizational deviance:Can the right job and a

leader's style make a difference?

Jay Prakash Mulki a,1,Fernando Jaramillo b,2,William B.Locander c,?

a

College of Business Administration,Northeastern University,360Huntington Avenue,Boston,MA 02115,USA

b

College of Business Administration,University of Texas at Arlington,Box 19469,Business Building 221,Arlington,TX 7601-0469,USA

c

Davis Leadership Center,Jacksonville University,2800University Boulevard North,Jacksonville,FL 32211,USA

Received 7December 2005;accepted 4September 2006

Abstract

Emotional exhaustion and organizational deviance are getting increased attention because of their negative impact on business in terms of lost productivity,decreased job satisfaction,lower organizational commitment,and decreased performance.In this study,we investigated the combined effect of leadership style and person –job fit on emotional exhaustion using a sample of employees that provide healthcare and social benefits to a large metropolitan county.We also explored how the impact of emotional exhaustion on organizational deviance behaviors is mediated by employee's job satisfaction and organizational commitment.Results indicate that both emotional exhaustion and job attitudes mediate the effects of participative leadership and person –job fit on organizational deviance.Managerial implications are also provided.?2006Elsevier Inc.All rights reserved.

Keywords:Emotional exhaustion;Organizational deviance;Person –job fit;Leadership style

1.Introduction

Emotional exhaustion is a topic of major interest to practitioners and academics due to its negative impact on employees and organizations (Halbesleben and Buckley,2004).The feeling of being emotionally overextended and exhausted by one's work has been shown to have a negative effect on job attitudes and behaviors (Maslach and Jackson,1981).Managers are concerned with emotional exhaustion because it affects both job performance and employee turnover (Lee and Ashforth,1996).The pervasive effect of emotional exhaustion is particularly evident in service jobs where employees face multiple interactions with customers which can affect the service providers'mental and physical well-being (Rafaeli and Sutton,1987).

Emotionally exhausted service employees hold negative job attitudes which are detected by customers and ultimately result in lower customer satisfaction with the service encounter (Grandey et al.,2004).Our research suggests that organizational deviance is another negative consequence of emotional https://www.sodocs.net/doc/5c15951719.html,anizational deviance is described as employee behavior that violates significant organizational norms and in doing so threatens the well-being of an organization (Robinson and Bennett,1995).Deviance includes actions like withholding effort,neglecting directions,working slower and indulging in behaviors that erode organizational values and drain productive resources (Pearson and Porath,2005).Organizational deviance has also received increased attention because of its known impact on employee productivity and organizational perfor-mance (Colbert et al.,2004;Dunlop and Lee,2004).Frustrated employees have unfavorable impressions of their work situa-tions and may react by violating organizational norms and withholding effort thus causing business inefficiencies (Colbert et al.,2004;Dunlop and Lee,2004).

Both academics and practitioners are interested in under-standing emotional exhaustion and finding ways of reducing its negative impact.The various factors that influence

emotional

Journal of Business Research 59(2006)1222–

1230

?Corresponding author.Tel.:+19042567672;fax:+19042567463.E-mail addresses:j.mulki@https://www.sodocs.net/doc/5c15951719.html, (J.P.Mulki),Jaramillo@https://www.sodocs.net/doc/5c15951719.html, (F.Jaramillo),wlocand@https://www.sodocs.net/doc/5c15951719.html, (W.B.Locander).1

Tel.:+16173735740.2

Tel.:+18172722273;fax:+18172722854.0148-2963/$-see front matter ?2006Elsevier Inc.All rights reserved.doi:10.1016/j.jbusres.2006.09.001

exhaustion can be grouped as organizational factors and individual https://www.sodocs.net/doc/5c15951719.html,anizational variables contributing to emotional exhaustion include role ambiguity,role conflict, workload,and work pressure(Witt et al.,2004;Wright and Hobfoll,2004).Another organizational factor,a participative leadership style by managers,plays a significant role in creating a low stress and high performance workplace where satisfied employees are committed to the firm(Avolio et al.,2004;Harris and Ogbonna,2001).Studies have also suggested that social and personal support,a positive organizational climate,and team cohesion can ease emotional exhaustion(Cordes and Dougherty,1993;Wright and Hobfoll,2004).An individual characteristic that can decrease emotional exhaustion is person–job fit where an employee's abilities match with job require-ments.Research indicates that employees with the right skills and training are better prepared to handle increased workloads and can better cope with job stress(Brkich et al.,2002;Singh and Greenhaus,2004).However,no study has examined the combined impact of manager leadership style and employee–job fit on emotional exhaustion.Also,there has not been an empirical study investigating how emotional exhaustion impacts organizational deviance.

This study shows that employees'emotional exhaustion leads to higher job dissatisfaction and lower organizational commitment which prompts them to engage in deviant be-haviors.Hence,job satisfaction and organizational commitment mediate the relationship between emotional exhaustion and organizational deviance.Results indicate that employees who are highly satisfied with their jobs and committed to the organization are less likely to engage in deviant behaviors even when they are emotionally exhausted.In this situation,satisfied and committed employees think positively about the organiza-

tion and engage in actions that enhance the welfare of the firm

rather than harm it.On the other hand,dissatisfied employees

who are not committed to the firm can be indifferent to an

organization's welfare and thus more likely to engage in deviant

behaviors.

This study makes two important contributions to the busi-

ness literature.First,it demonstrates that emotional exhaus-

tion mediates the relationship between participative leadership

and person–job fit with job attitudes.Second,it shows that

job satisfaction and organizational commitment act as me-

diators in the relationship between emotional exhaustion and

organizational deviance.This is the first study that shows

the combined effect of person–job fit and leadership style

on employee emotional exhaustion as well as the mediating

role of job satisfaction and organizational commitment

(Fig.1A).

2.Hypothesis development

2.1.Emotional exhaustion

Emotional exhaustion is“the feeling of being emotionally

overextended and exhausted by ones'work”(Maslach and

Jackson,1981,p.101).It often occurs when employees perform “people-work”of some kind(Cordes and Dougherty,1993). Service professionals are required to promote the welfare of their

clients which imposes a variety of cognitive,emotional,and

behavioral demands(Jonge and Dormann,2003).For example,

service employees are prone to emotional labor since firms often

require them to exhibit organizationally desired emotions

during Fig.1.A Hypothesized model.B Structural model.Notes:Standardized paths are shown.t-values are in parentheses.Since all direct paths are statistically significant, mediating hypotheses H4b,H5b,H6b,H7b,and H7c are also statistically significant atα=0.01.

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J.P.Mulki et al./Journal of Business Research59(2006)1222–1230

interactions with customers(Arnold and Barling,2003).This results in job alienation,especially when mandated emotions do not reflect the employee's true feelings(Adelmann,1996).In service industries,the ongoing hassles and excessive customer demands can lead to both physical and emotional depletion (Wright and Cropanzano,1998).Actually,workers in service industries frequently encounter negative customer reactions and verbal aggression,which can make them even more prone to emotional exhaustion(Cordes and Dougherty,1993).

This study uses conservation resources theory(COR)to explore the impact of person–job fit and leadership style on emotional exhaustion.COR theory suggests that emotional exhaustion occurs when employees perceive that they lack resources to perform their jobs(Halbesleben and Buckley,2004; Janssen et al.,2004).When workers believe that resources are insufficient to meet job demands or when the investment of personal effort does not provide expected results,emotional exhaustion can occur(Lee and Ashforth,1996;Wright and Hobfoll,2004).The above discussion suggests that two factors can contribute to lowering emotional exhaustion:(1)an employee's perception that she/he has the ability to perform well—person–job fit,and(2)the employees'beliefs that a participative leader will value their inputs in resource allocation and provide adequate resources to meet job demands—par-ticipative leadership.

2.2.Person–job fit

Person–job fit relates to how well an individual's knowl-edge,skills,abilities,needs,and values match job requirements (Shin,2004).Good job fit exists when a person has the essential abilities to perform a job(Kristof-Brown et al.,2002).When employees perceive that they can meet job demands,they feel self-confident and develop a sense of accomplishment(Xie and Johns,1995).Also,low stress occurs when employees feel that there is a close fit between their talents and those required by the job(Singh and Greenhaus,2004).

As previously indicated,COR theory suggests that high stress and emotional exhaustion are the result of employee's perceptions of a lack of resources to meet job requirements (Halbesleben and Buckley,2004;Wright and Hobfoll,2004). Our research claims that such perceptions are more likely when an employee believes that her/his abilities are inadequate for meeting job expectations—a low level of person job fit.This is consistent with research indicating that when service employees perceive that they lack the appropriate skills for meeting the ever-increasing customer expectations,they are especially vulnerable to emotional exhaustion(Cordes and Dougherty, 1993;Maslach and Jackson,1981).

H1.Person–job fit is negatively related to emotional exhaustion.

2.3.Participative leadership

Effective managers employ appropriate leadership skills such as networking,building social capital,and political ma-neuvering to access and deploy resources that allow employees to meet organizational goals(Ahearn et al.,2004).Leadership style is related to employee attitudes and behaviors;specifically, it has been linked to role perceptions,job anxiety,job sat-isfaction,propensity to leave,and turnover(Avolio et al.,2004; Jones et al.,1996).

Participative leadership is defined as sharing problem solving with followers by consulting them before making a decision(Kahai et al.,1997).Participative leaders are seen as supportive and open because they consult subordinates about problems and potential actions,encouraging ideas for solutions. Thus,an organizational climate marked by participative leadership enhances employees'beliefs in their own abilities, minimizes the sense of helplessness and loss of self-esteem (Abraham,1998),thus lowering emotional exhaustion.Like-wise,COR theory implies that non-participative leadership results in higher emotional exhaustion since employees are likely to feel like helpless bystanders without any voice or control in the allocation of resources needed to meet job demands(Halbesleben and Buckley,2004;Wright and Hobfoll, 2004).Therefore:

H2.Participative leadership is negatively related to emotional exhaustion.

2.4.Job satisfaction

Job satisfaction is an attitude reflecting how well people like or dislike their job(Spector,1985).Emotionally exhausted workers often feel helpless,lose self-esteem,and feel a lack of accomplishment(Cordes and Dougherty,1993;Moore,2000). This can make them anxious about going to work and develop a sense of frustration about their inability to display the en-thusiasm and interest in their work(Babakus et al.,1999).Also, emotionally exhausted employees often develop negative attitudes about customers,the organization,their job,and them-selves(Cordes and Dougherty,1993).This may explain why emotionally exhausted employees become dissatisfied with their jobs(Abraham,1998;Lee and Ashforth,1996).Hence:

H3.Emotional exhaustion is negatively related to job satisfaction.

2.5.Emotional exhaustion

Leadership style can have a direct influence on attitudes such as job satisfaction but also have an indirect impact through other variables(Anderson and Huang,2005;Ruyter et al.,2001).One such variable is emotional exhaustion.Employees working with participative leaders have greater job satisfaction because they feel respected,independent,and able to express themselves (Kahai et al.,1997).Participative leaders create a work envi-ronment where individuals are motivated,inspired,challenged, and feel accomplished(Bass,1997).In addition,under a parti-cipative leader,employees have a say in resource allocation decisions and experience lower emotional exhaustion.Con-versely,when employees are faced with seemingly insur-mountable demands and perceive a lack of influence about

1224J.P.Mulki et al./Journal of Business Research59(2006)1222–1230

resource allocation,they become frustrated,disappointed,and dissatisfied.This suggests that participative leadership has both a direct and an indirect effect on job satisfaction.The indirect effect is explained by emotional exhaustion.

H4a.Participative leadership has a positive and direct effect on job satisfaction.

H4b.Emotional exhaustion partially mediates the relationship between participative leadership and job satisfaction.

The adequateness of the match between an individual's abilities and the job requirements affects both job satisfaction and performance(Brkich et al.,2002;Singh and Greenhaus, 2004).When there is a match between employee skills and abilities and the set of job requirements,employees are able to do their job well and are happy with their jobs(Brkich et al., 2002;Singh and Greenhaus,2004).Conversely,as the employees begin to realize that that their abilities are not adequate to meet job demands,over time they develop feelings of being emotionally exhausted and become unhappy.Empir-ical research has shown that emotional exhaustion is particu-larly high when employees think that they lack the necessary abilities for job completion(Halbesleben and Buckley,2004; Janssen et al.,2004;Wright and Hobfoll,2004).A higher level of emotional exhaustion can further add to feelings of dissatisfaction(Babakus et al.,1999;Jaramillo et al.,2006). Thus,we hypothesize that emotional exhaustion acts as a partial mediator of the person–job fit and job satisfaction relationship.

H5a.Person–job fit has a positive and direct effect on job satisfaction.

H5b.Emotional exhaustion partially mediates the relationship between person–job fit and job satisfaction.

https://www.sodocs.net/doc/5c15951719.html,anizational commitment

Mowday et al.(1979)defined organizational commitment as employees'identification with the firm and its goals.As such,it is a psychological bond that links an individual to an organization.Job satisfaction and organizational commitment are both thought of as emotional states resulting from an employee's evaluation of his/her job experience(Harrison et al.,2006).When job conditions are highly stressful,employees become emotionally exhausted and develop lower job satis-faction followed by lower organizational commitment(Baba-kus et al.,1999;Jaramillo et al.,2006).Although researchers have argued that organizational commitment could lead to job satisfaction,the reverse chain-of-effects has received greater empirical and conceptual support(cf.,Brown and Peterson, 1993).Organizational commitment is an enduring attitude which explains an individual's willingness to remain loyal to a firm(Jaramillo et al.,2005).In contrast,job satisfaction is less stable and affected by transitory events(Paulin et al.,2006). Therefore,researchers have noted it requires multiple satisfac-tory job experiences to create high organizational commitment (Meyer et al.,1993).This leads to the following hypothesis:

H6a.Job satisfaction has a positive and direct effect on organizational commitment.

H6b.Job satisfaction mediates the relationship between emo-tional exhaustion and organizational commitment.

https://www.sodocs.net/doc/5c15951719.html,anizational deviance

Robinson and Bennett(1995)define workplace deviance as a lack of compliance with organizational norms and expecta-tions.Deviant behaviors can be attributed to employees'per-ceptions of work stressors that create frustration and feelings of outrage(Colbert et al.,2004).Bennett and Robinson's(2000) study identified two facets of workplace deviance:(1) interpersonal deviance directed at other employees and(2) organizational deviance targeted at the workplace.Interpersonal deviance takes the form of behaviors directed at fellow employees and can include abuse,rudeness and physical assault (Robinson and Bennett,1995).Deviant behavior toward the organization can manifest itself in the form of indifference, nonconformance to organizational norms,or a violation of organizational polices(Bennett and Robinson,2000).

Emotional exhaustion resulting from lack of participative leadership is likely to be directed at the organization rather than to other employees.This is because employees often per-ceive supervisors as surrogates of the company who exercise significant influence in their life(Strutton et al.,1993).Thus, both supervisors'actions and lack of actions influence employ-ee's attitudes(job satisfaction,organizational commitment)and behaviors towards the organization.Research also suggests that dissatisfied employees often resort to deviant behaviors as a way of coping with the frustration(Judge et al.,2006).Conversely, when employees are happy with their jobs,they reciprocate with efforts that help the firm reach its goal(Organ et al.,2006).

An important premise of attitudinal theory is that attitudes are proximal antecedents of behavioral intentions(Ajzen,2001). Hence,negative job attitudes should exist first in order for emotional exhaustion to result in higher levels of organizational deviance.In fact,numerous studies have shown that emotionally exhausted employees first become dissatisfied with their jobs, and then become less committed to the organization which leads to deviant behavioral intentions(e.g.,Babakus et al.,1999; Jaramillo et al.,2006).This chain of effects is in keeping with the conceptualization depicted in Fig.1.The present study adds to the existing knowledge about the negative effects of emotional exhaustion on job attitudes and behaviors by testing whether emotional exhaustion ultimately leads to deviant behaviors.This study claims that employees who are dissatisfied with their jobs have lower levels of organizational commitment and thus are less likely to care about the firm's well-being and future.Therefore, organizational commitment ultimately leads to deviant behaviors.

https://www.sodocs.net/doc/5c15951719.html,anizational commitment has a negative and direct effect on organizational deviance.

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J.P.Mulki et al./Journal of Business Research59(2006)1222–1230

https://www.sodocs.net/doc/5c15951719.html,anizational commitment mediates the relationship between job satisfaction and organizational deviance.

https://www.sodocs.net/doc/5c15951719.html,anizational commitment and job satisfaction mediate the relationship between emotional exhaustion and organiza-tional deviance.

3.Method

3.1.Sample

This study used a sample of employees who provide healthcare and social benefits to a large metropolitan county with about one million residents.The study was conducted with active support from a county Health Department in the Southeastern United States.A survey questionnaire package was sent to all510 employees of the organization.The package included a survey questionnaire,a letter communicating the study's purpose and confidentiality of individual responses,and a postage paid return envelope.Ten days after the survey mailings,a reminder card was sent to all the respondents.A total of212questionnaires were returned directly to the researchers(42%response-rate).After discarding four incomplete surveys,208responses were coded for analysis.A test for non-response bias was conducted by comparing the means for the constructs in the model with demographic variables.No differences existed between early and late responses(Armstrong and Overton,1977).

3.2.Sample description

Respondents'ages ranged from23to76years with a mean of45.6years(SD=11.9);68.8%were females,22.6%were males,and8.6%did not indicate gender.Experience with the department ranged from less than a year to30years with a mean of8.4years(SD=6.8).Total work experience ranged from2to 47years(μ=22.2,SD=11.2years).Almost equal numbers of responses were received from all six divisions of the department and represented employees ranging from social workers to clinical staff.

3.3.Measures

As shown in Table1,all constructs were measured with published and extensively used scales.Participative leadership was measured with Harris and Ogbonna's(2001)scale.Person–job fit and organizational commitment were measured using Speier and Venkatesh's(2002)scales.Job satisfaction was measured using Spector's(1985)scale of overall job satisfac-tion.The above four constructs were measured with7-point Likert type scales(1=“strongly disagree”and7=“strongly agree”).Emotional exhaustion was assessed with a Maslach and Jackson(1981)scale.A measure of deviance was created using eight high loading items from an organizational deviance scale developed by Bennett and Robinson(2000).Emotional exhaustion and organizational deviance were measured using a6-point scale asking for the frequency of occurrence (1=“Never”and6=“Very Often”).4.Results

4.1.Measurement model

Table2shows the correlation matrix along with the means, standard deviations,and reliabilities of the constructs used in this study.Of the demographic variables,age and total job Table1

Scale items and factor loadings

Scale/items Factor loadings Emotional Exhaustion,α=0.89,ρ=0.87,A VE=0.50

I feel emotionally drained from my work.0.8381

I feel fatigued when I get up in the morning and

have to face another day on the job.

0.8074

I feel burned out from my work.0.8370

I feel frustrated by my job.0.8170

I feel used up at the end of the workday.0.8147

I feel like I'm at the end of my rope.0.6280

I feel I am working too hard on my job.0.6720 Working with people all day is really a strain for me.10.5742 Working directly with people directly puts too much

stress on me.1

0.4744

Organizational Deviance,α=0.74,ρ=0.78,A VE=0.37

Spend too much time fantasizing or daydreaming

instead of working.

0.6783

I have taken longer break than is acceptable

at my workplace.

0.6712

Called in sick when I was not.0.6130

I neglected to follow my boss's instructions.0.6915

I intentionally worked slower than I could have worked.0.6956

I left work early without permission.0.6243

I came in late to work without permission.10.4129

I put little effort into my work.10.3613

Organizational Commitment,α=0.85,ρ=0.78,A VE=0.54

I am proud to tell others that I am part of this organization.0.7699

I talk up this organization to my friends as a great

organization to work for.

0.9079

I feel a sense of“ownership”for this organization rather

than just being an employee.

0.7775

Person–Job Fit,α=0.87,ρ=0.78,A VE=0.55

My skills and abilities perfectly match what

my job demands.

0.8720

My personal likes and dislikes match perfectly what

my job demands.

0.7573

There is a good fit between my job and me.0.8560 Participative Leadership,α=0.95,ρ=0.90,A VE=0.67

Before making decisions,he/she considers what his/her

subordinates have to say.

0.9029 Before taking action,he/she consults with subordinates.0.9614

He/she listens to subordinate's advice on which assignments

should be made.

0.9065

When faced with a problem,he/she consults with subordinates.0.9001

He/she asks subordinates for their suggestions.0.8706 Overall Job Satisfaction,α=0.83,ρ=0.75,A VE=0.50

In general,I don't like my job(R).0.7065

All in all,I am satisfied with my job.0.8172

In general,I like working here.0.8171 Note:1Items in italics were deleted from the final measurement model.

1226J.P.Mulki et al./Journal of Business Research59(2006)1222–1230

experience showed significant negative correlations with emo-tional exhaustion while gender (females =0,males =1)showed a positive correlation with deviance.

A measurement model was used to assess the properties of the latent variables.Results indicated a marginal overall fit (RMSEA =0.073CI 90%=0.065–0.081,χ2=794.62,df 419,CFI =0.89,NNI =0.88).A combination of criteria was employed to identify and select scale items retained as part of the final measurement model.Deleted items were those loading on multiple constructs and those with factor loadings of 0.60or lower.Retention of scale items with the highest factor loadings during the scale purification process was used to increase the amount of common variance among the items (Bhuian et al.,2005).After making these adjustments,a final measurement model was developed.The results show that all indicator loadings (λ)were significant at α=0.05(t -values N of 1.96)providing evidence of convergent validity (Diamantopoulos and Siguaw,2000).Fit indices for the final measurement model were in the acceptable range (RMSEA=0.073CI 90%=0.064–0.081,χ2=590.55,df 309,CFI =0.91,NNI =0.91)indicating measure adequacy (Diamantopoulos and Siguaw,2000).

Discriminant validity was assessed with Fornell and Larcker's (1981)test which showed that the average variance extracted for each of the constructs was greater than squared correlations for all pairs of constructs.Internal consistency reliabilities (Cronbach α),composite reliabilities (CR),and average variance extracted (A VE)for the constructs used in the model were above the 0.70,0.60and 0.50threshold respec-tively,except for organizational deviance which had an A VE of 0.38(Table 1).

Common method variance (CMV)constitutes a serious threat to validity when the majority of the variance can be accounted by a single factor (Podsakoff et al.,2003).Harmon's CFA one-factor test was used to assess whether CMV threatens the validity of our findings (Podsakoff et al.,2003).The one-factor model yielded a χ2of 1457,df =209compared with χ2=591,df =309for the measurement model.Since the one-factor model is significantly worse than the measurement model (Δχ2=866,Δdf =100vs.with critical χ2=135at α=0.01),CMV is not a serious threat to this study (Podsakoff et al.,2003).

4.2.Structural model

A structural model was used to test the relationships shown in Fig.1A.The parameters of the structural model were estimated with the maximum likelihood (ML)method using a covariance matrix (Diamantopoulos and Siguaw,2000).Results showed that the key fit index,RMSEA 0.074(CI 90%0.066–0.083),was in the acceptable range,suggesting a good fit (Diamantopoulos and Siguaw,2000).The acceptable level of fitness was also confirmed by other indices (χ2=619.05,df =316,CFI =0.91,and NNI =0.91).The statistical power of the model was high (π=0.95).When power is high,the likelihood of not rejecting a truly bad model and theory is low (McQuitty,2004).Given the satisfactory fit and power of the model,the significance and signs of the structural paths was used to evaluate the hypotheses.As shown in Fig.1B,all hypotheses were supported.

The data showed that person –job fit and participative leadership are key factors in reducing emotional exhaustion,bringing support for H1(γ=?0.43,t =?5.4)and H2(γ=?0.26,t =?3.5).In addition,participative leadership (H4a:γ=0.34,t =4.2)and person –job fit (H5a:γ=0.34,t =3.7)lead to higher job satisfaction.Taken together,our findings bring support to our claim that emotional exhaustion partially mediates the effect of participative leadership and person –job fit on job satisfaction (H4b and H5b respectively).Results also show that a high level of emotional exhaustion leads to lower job satisfaction (H3:β=?0.28,t =?3.1)which,in turn,positively impacts organizational commitment (H6a:β=0.78,t =6.5).Our findings also indicate that higher organizational commitment results in lower organizational deviance (H7a:β=?0.34,t =?3.7).Overall,the structural model explained 60.2%,52.5%,31.8%and 11.8%of the variance in organiza-tional commitment,job satisfaction,emotional exhaustion and organizational deviance respectively.

We also tested an alternate partially mediated model that examined the direct relationship between emotional exhaustion and job satisfaction on organizational deviance.However,the additional direct paths were not statistically significant (EE to OC,β=?0.08,t =?0.95,EE to OD,β=0.20,t =1.8,and JS to OD,β=?0.28,t =?1.55).A χ2-difference test used to

Table 2

Correlations and descriptive statistics

1

23

4

5

6

7

8

9

10

1Participative Leadership 0.952Person –Job Fit

0.24*0.873Emotional Exhaustion ?0.27*?0.45*0.894Overall Job Satisfaction 0.43*0.45*?0.48*0.835Organizational Deviance ?0.17*?0.080.29*0.19*0.746Organizational Commitment 0.50*0.46*?0.37*0.60*?0.19*0.857Age ?0.050.10?0.17*0.13?0.110.078Gender

?0.11?0.05?0.02?0.030.21*?0.11?0.029Experience in Current Job ?0.06?0.090.070.030.040.000.34*?0.1010

Total Job Experience 0.090.12?0.16*0.04?0.110.090.80*0.00

0.29*Mean

5.01 5.09 3.24 5.40 1.52 4.9345.658.3822.16Standard deviation

1.60

1.36

1.40

1.50

0.66

1.50

11.09

6.84

11.23

Notes:*The correlation is significant at α=0.01.Cronbach alphas in matrix diagonal.

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compare the original and alternative models showed that the additional paths did not improve the model fit(Δχ2= 5.4, Criticalχ2df=3,α0.05=7.8).Thus,the hypothesized and more parsimonious model was retained(Morgan and Hunt,1994). This analysis provides further evidence to our claim that job satisfaction fully mediates the EE–OC relationship(H6b).Also, findings show that emotional exhaustion ultimately results in lower organizational deviance via job satisfaction and organi-zational commitment(H7b and H7c).

5.Discussion

As expected,results showed that person–job fit and participative leadership were negatively related to emotional exhaustion.The findings also demonstrated that emotional exhaustion impacts organizational deviance through employee job satisfaction and organizational commitment.Employee overall job attitudes act as a filter and determines whether or not emotional exhaustion will lead to deviant behaviors.

This research found significant support for the effect of participative leadership and person–job fit on emotional exhaustion.This suggests that employees'ability to deal with emotional exhaustion is enhanced when they believe their supervisor consults with them and considers their opinions before making decisions.In addition,when employees think that they have adequate personal capabilities to deal with work demands,they are better able to cope with emotional exhaustion.Results also confirm previous findings that par-ticipative leadership impacts job satisfaction directly as well as indirectly through emotional exhaustion(Kahai et al.,1997; Yousef,2000).Similarly,findings indicate that in addition to the direct effects on job satisfaction,person–job fit influences job satisfaction indirectly due to its impact on emotional exhaustion.

Another important finding from this study is the chain of effects from emotional exhaustion to deviant behavior though employee's overall job attitudes—job satisfaction and organizational commitment.Because attitudes like organiza-tional commitment are stable over time(Ajzen,2001),our finding that commitment has a negative relationships with deviance shows the importance of retaining committed employ-ees.Employees with high commitment engage in behaviors that are consistent with organizational objectives and align them-selves with organizational norms,guidelines and policies.They resist the temptation to engage in deviant behaviors even in the face of disappointment,frustration,and emotional exhaustion. Highly committed employees demonstrate their attachment to the organization by following organizational guidelines and by avoiding behaviors that can bring harm to the organization or project a negative image of the company.

The findings presented here show that when job satisfac-tion and organizational commitment are low,employees lose interest and withdraw from work.When they perceive that their supervisor,who is often seen as the surrogate for the organization,does not invite input into the resource allocation, lower organizational commitment occurs(Yousef,2000).In turn,this prompts employees to write off their personal in-vestment in the firm which leads to less interest in organizational citizenship activities(Harrison et al.,2006)and an increase in deviant behaviors.

Our findings bring additional support to exchange theory's premise that employees with lower commitment respond by using tactics such as lateness,absenteeism,and slowing work pace as a way of withholding efforts or inputs(Harrison et al., 2000).Tardiness,working slower and absenteeism are beha-viors used to avoid encounters that cause emotional exhaustion (Harrison et al.,2006).Service employees with low commit-ment are also motivated to indulge in unproductive behaviors because frustration leads them to disregard organizational norms and policies(Bennett and Robinson,2000).

This study provides several important managerial implica-tions.The findings show the importance of involving employ-ees by seeking ideas before decision making.Managers interested in creating a high performance workplace with satisfied and committed workers need to be open to employee participation.In a service setting,being closer to customer interactions,employees have greater access to customer input. This knowledge can be used to orchestrate creative solutions to customer related problems.

The results also show the importance of selecting both the right managers and service employees.Leaders should be chosen for their ability to inspire employees with a sense of being part of a team where their opinions are valued(Anderson,1996).Effective leaders use their organizational skills,connections and social capital to access and deploy resources to help their employees meet organizational goals(Ahearn et al.,2004).Managers should be aware of the importance of selecting employees with the attitudes and skills that match with job demands.This will facilitate creating a productive work environment that promotes job satisfaction and high employee commitment.

6.Limitations and future research

This study has certain limitations that need to be considered when interpreting results.The first is the use of subjective scales and self-reports to assess attitudes and behaviors,which can inflate the correlation between constructs due to common method bias(CMV).While these limitations are true of most survey-based behavioral research(Cote and Buckley,1987),steps were taken during the data collection process to minimize CMV, namely guaranteeing anonymity and carefully dispersing reversed items.We also conducted a test for CMVand found that it did not significantly impact our findings(Podsakoff et al.,2003).Second, socially desirable response was diminished by asking respondents to mail the responses directly back to the researchers as well as guaranteeing anonymity of individual responses.

This study found that participative leadership creates several positive organizational outcomes.However,other leadership styles such as transformational leadership can also be beneficial to the well-being of both the employee and the organization(Bass, 1997).Future research could investigate whether transformational leadership ultimately leads to less deviant behaviors.

Finally,an SEM model has an infinite number of statistically equivalent models with equal fit(MacCallum et al.,1993).

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Hence,we used theory,prior research,and meaningfulness of the model to justify the hypothesized causal links(MacCallum et al.,1993).Further research using experimental designs or longitudinal data may be used to further investigate the causal links among the model constructs.

This study relies on data collected from a single company. Additional research is needed to investigate if the model relationships hold in other settings.We found that emotional exhaustion had a negative relationship with age and total job experience.This suggests that as employees gain job experience, they begin to accept that they may not always have satisfactory solutions to all problems and that doing their best within constraints is the emotionally intelligent course of action.Also, even though this was not stated a priori,male workers seem to show a positive correlation with organizational deviance. However,these two findings need to be explored further. References

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脐带干细胞综述

脐带间充质干细胞的研究进展 间充质干细胞（mesenchymal stem cells,MSC S ）是来源于发育早期中胚层 的一类多能干细胞[1-5]，MSC S 由于它的自我更新和多项分化潜能，而具有巨大的 治疗价值 ,日益受到关注。MSC S 有以下特点：(1)多向分化潜能，在适当的诱导条件下可分化为肌细胞[2]、成骨细胞[3、4]、脂肪细胞、神经细胞[9]、肝细胞[6]、心肌细胞[10]和表皮细胞[11, 12]；(2)通过分泌可溶性因子和转分化促进创面愈合；(3) 免疫调控功能，骨髓源（bone marrow ）MSC S 表达MHC-I类分子，不表达MHC-II 类分子，不表达CD80、CD86、CD40等协同刺激分子，体外抑制混合淋巴细胞反应，体内诱导免疫耐受[11, 15]，在预防和治疗移植物抗宿主病、诱导器官移植免疫耐受等领域有较好的应用前景；(4)连续传代培养和冷冻保存后仍具有多向分化潜能，可作为理想的种子细胞用于组织工程和细胞替代治疗。1974年Friedenstein [16] 首先证明了骨髓中存在MSC S ，以后的研究证明MSC S 不仅存在于骨髓中，也存在 于其他一些组织与器官的间质中：如外周血[17]，脐血[5]，松质骨[1, 18]，脂肪组织[1]，滑膜[18]和脐带。在所有这些来源中，脐血(umbilical cord blood)和脐带(umbilical cord)是MSC S 最理想的来源，因为它们可以通过非侵入性手段容易获 得，并且病毒污染的风险低，还可冷冻保存后行自体移植。然而，脐血MSC的培养成功率不高[19, 23-24]，Shetty 的研究认为只有6%，而脐带MSC的培养成功率可 达100%[25]。另外从脐血中分离MSC S ，就浪费了其中的造血干/祖细胞(hematopoietic stem cells/hematopoietic progenitor cells,HSCs/HPCs) [26, 27]，因此，脐带MSC S (umbilical cord mesenchymal stem cells, UC-MSC S )就成 为重要来源。 一．概述 人脐带约40 g, 它的长度约60–65 cm, 足月脐带的平均直径约1.5 cm[28, 29]。脐带被覆着鳞状上皮，叫脐带上皮，是单层或复层结构，这层上皮由羊膜延续过来[30, 31]。脐带的内部是两根动脉和一根静脉，血管之间是粘液样的结缔组织，叫做沃顿胶质，充当血管外膜的功能。脐带中无毛细血管和淋巴系统。沃顿胶质的网状系统是糖蛋白微纤维和胶原纤维。沃顿胶质中最多的葡萄糖胺聚糖是透明质酸，它是包绕在成纤维样细胞和胶原纤维周围的并维持脐带形状的水合凝胶，使脐带免受挤压。沃顿胶质的基质细胞是成纤维样细胞[32]，这种中间丝蛋白表达于间充质来源的细胞如成纤维细胞的，而不表达于平滑肌细胞。共表达波形蛋白和索蛋白提示这些细胞本质上肌纤维母细胞。 脐带基质细胞也是一种具有多能干细胞特点的细胞，具有多项分化潜能，其 形态和生物学特点与骨髓源性MSC S 相似[5, 20, 21, 38, 46]，但脐带MSC S 更原始，是介 于成体干细胞和胚胎干细胞之间的一种干细胞，表达Oct-4, Sox-2和Nanog等多

二、分析天平的基本操作

模块二滴定分析基本操作任务一分析天平的基本操作 一、分析天平的分类 分析天平是定量分析中最常用的准确称量物质的仪器。分析天平分类：等臂（双盘）分析天平、不等臂（单盘）分析天平、电子天平。 二、电子天平的介绍 1、工作原理：电磁平衡原理，秤盘通过支架连杆支架作用于线圈上，重力方向向下。线圈内有电流通过时，根据电磁基本理论，通电的导线在磁场中将产生一个向上作用的电磁力，与秤盘重力方向相反大小相同，与之相平衡，而通过导线的电流与被称物体的质量成正比。 2、性能特点：a.使用寿命长，性能稳定，灵敏度高，体积小，操作方便 b.称 量速度快、精度高 c.具有自动校准、累计称量、超载显示、自动去皮等功能 3、称量的一般程序 水平调节——打扫——预热——开启显示器——校准——称量——结束工作 ①水平调节检查水平仪，调节水平调节脚，使水泡位于水平仪中心。 ②打扫打扫天平秤盘 ③预热通电预热30min以上 ④开启显示器按ON键，显示器亮，显示屏出现0.0000g ⑤校准按“校准”键 ⑥称量被称物置于秤盘中间进行称量 ⑦称量结束工作取下被称物，核对零点，关闭天平，进行使用登记 4、基本称量方法 ①直接称量法将称量物直接放在天平盘上直接称量物体的质量。例如，称量 小烧杯的质量，容量器皿校正中称量某容量瓶的质量，重量分析实验中称量某坩埚的质量等，都使用这种称量法。 ②固定质量称量法

用于称量某一固定质量的试剂(如基准物质)或试样。适于称量不易吸潮、在空气中能稳定存在的粉末状或小颗粒样品。 A、去皮将干燥的容器置于秤盘上，待显示平衡后按“去皮”键扣除皮重并显示零点 B、加样打开天平门，用药匙将试样抖入容器内，使之达到所需质量。 固定质量称量法注意：若不慎加入试剂超过指定质量，用牛角匙取出多余试剂，直至试剂质量符合指定要求为止。严格要求时，取出的多余试剂应弃去，不要放回原试剂瓶中。操作时不能将试剂散落于天平盘等容器以外的地方，称好的试剂必须定量地由表面皿等容器直接转入接受容器，此即所谓“定量转移”。 ③递减称量法（减量法） 用于称量一定质量范围的样品或试剂。样品易吸水、易氧化或易与二氧化碳等反应时，可选择此法。。 称量步骤：试样的保存——取出盛试样的称量瓶——称出称量瓶质量——敲样——再称出其质量——样品质量——连续称样——称量工作结束 A、试样保存待称样品放于洁净的干燥容器（称量瓶）中，置于干燥器中保存 B、取出称量瓶左手戴手套取出称量瓶或者用折叠成约1cm的纸取出 C、称出称量瓶质量称出称量瓶质量，记录数据 D、敲样将称量瓶取出，在接收容器的上方倾斜瓶身，用称量瓶盖轻敲瓶口上部使试样慢慢落入容器中，瓶盖始终不要离开接受器上方。当倾出的试样接近所需量时，一边继续用瓶盖轻敲瓶口，一边逐渐将瓶身竖直，使粘附在瓶口上的试样落回称量瓶，然后盖好瓶盖，准确称其质量。两次质量之差，即为试样的质量。按上述方法连续递减，可称量多份试样。

精神分裂症的病因及发病机理

精神分裂症的病因及发病机理 精神分裂症病因：尚未明，近百年来的研究结果也仅发现一些可能的致病因素。（一）生物学因素1．遗传遗传因素是精神分裂症最可能的一种素质因素。国内家系调查资料表明：精神分裂症患者亲属中的患病率比一般居民高6.2倍，血缘关系愈近，患病率也愈高。双生子研究表明：遗传信息几乎相同的单卵双生子的同病率远较遗传信息不完全相同 的双卵双生子为高，综合近年来11项研究资料：单卵双生子同病率（56.7%），是双卵双生子同病率（12.7%）的4.5倍，是一般人口患难与共病率的35-60倍。说明遗传因素在本病发生中具有重要作用，寄养子研究也证明遗传因素是本症发病的主要因素，而环境因素的重要性较小。以往的研究证明疾病并不按类型进行遗传，目前认为多基因遗传方式的可能性最大，也有人认为是常染色体单基因遗传或多源性遗传。Shields发现病情愈轻，病因愈复杂，愈属多源性遗传。高发家系的前瞻性研究与分子遗传的研究相结合，可能阐明一些问题。国内有报道用人类原癌基因Ha-ras-1为探针，对精神病患者基因组进行限止性片段长度多态性的分析，结果提示11号染色体上可能存在着精神分裂症与双相情感性精神病有关的DNA序列。2．性格特征：约40%患者的病前性格具有孤僻、冷淡、敏感、多疑、富于幻想等特征，即内向

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C．见灵辄饿，问其病，曰：“不食三日矣。”食之，舍其半 D．仓廪实而知礼节，衣食足而知荣辱 四、指出并具体说明下列文句中的词类活用现象： 1．秦数败赵军，赵军固壁不战。（秦与赵兵相距长平） 2．赵王不听，遂将之。（秦与赵兵相距长平） 3．身所奉饭饮而进食者以十数，所友者以百数。（秦与赵兵相距长平） 4．括军败，数十万之众遂降秦，秦悉阬之。（秦与赵兵相距长平） 5．信数与萧何语，何奇之。（韩信拜将） 6．王必欲长王汉中，无所事信。（韩信拜将） 7．吾亦欲东耳，安能郁郁久居此乎？（韩信拜将） 8．何闻信亡，不及以闻，自追之。（韩信拜将） 9．今大王举而东，三秦可传檄而定也。（韩信拜将） 10．遇有以梦得事白上者，梦得于是改刺连州。（柳子厚墓志铭） 11．自子厚之斥，遵从而家焉，逮其死不去。（柳子厚墓志铭） 12．以如司农治事堂，栖之梁木上。（段太尉逸事状） 13．踔厉风发，率常屈其座人。（柳子厚墓志铭） 14．晞一营大噪，尽甲。（段太尉逸事状） 15．即自取水洗去血，裂裳衣疮，手注善药。（段太尉逸事状） 16．黄罔之地多竹，大者如椽。竹工破之，刳去其节，用代陶瓦。（黄冈竹楼记）17．晋灵公不君。厚敛以彫墙。（晋灵公不君） 18．既而与为公介，倒戟以御公徒而免之。（晋灵公不君） 19．盛服将朝，尚早，坐而假寐。（晋灵公不君） 20．晋侯饮赵盾酒，伏甲将攻之。（晋灵公不君） 五、说明下列文句中的词类活用现象，并将全文译为现代汉语：

精神分裂症的发病原因是什么

精神分裂症的发病原因是什么 精神分裂症是一种精神病，对于我们的影响是很大的，如果不幸患上就要及时做好治疗，不然后果会很严重，无法进行正常的工作和生活，是一件很尴尬的事情。因此为了避免患上这样的疾病，我们就要做好预防，今天我们就请广州协佳的专家张可斌来介绍一下精神分裂症的发病原因。 精神分裂症是严重影响人们身体健康的一种疾病，这种疾病会让我们整体看起来不正常，会出现胡言乱语的情况，甚至还会出现幻想幻听，可见精神分裂症这种病的危害程度。 (1)精神刺激：人的心理与社会因素密切相关，个人与社会环境不相适应，就产生了精神刺激，精神刺激导致大脑功能紊乱，出现精神障碍。不管是令人愉快的良性刺激，还是使人痛苦的恶性刺激，超过一定的限度都会对人的心理造成影响。 (2)遗传因素：精神病中如精神分裂症、情感性精神障碍，家族中精神病的患病率明显高于一般普通人群，而且血缘关系愈近，发病机会愈高。此外，精神发育迟滞、癫痫性精神障碍的遗传性在发病因素中也占相当的比重。这也是精神病的病因之一。 (3)自身：在同样的环境中，承受同样的精神刺激，那些心理素质差、对精神刺激耐受力低的人易发病。通常情况下，性格内向、心胸狭窄、过分自尊的人，不与人交往、孤僻懒散的人受挫折后容易出现精神异常。 (4)躯体因素：感染、中毒、颅脑外伤、肿瘤、内分泌、代谢及营养障碍等均可导致精神障碍，。但应注意，精神障碍伴有的躯体因素，并不完全与精神症状直接相关，有些是由躯体因素直接引起的，有些则是以躯体因素只作为一种诱因而存在。 孕期感染。如果在怀孕期间，孕妇感染了某种病毒，病毒也传染给了胎儿的话，那么，胎儿出生长大后患上精神分裂症的可能性是极其的大。所以怀孕中的女性朋友要注意卫生，尽量不要接触病毒源。 上述就是关于精神分裂症的发病原因，想必大家都已经知道了吧。患上精神分裂症之后，大家也不必过于伤心，现在我国的医疗水平是足以让大家快速恢复过来的，所以说一定要保持良好的情绪。

电子精密天平秤的使用方法及注意事项(正式版)

电子精密天平秤的使用方法及注意事项 刘维彬电子精密天平秤是定量分析工作中不可缺少的重要仪器，充分了解仪器性能及熟练掌握其使用方法，是获得可靠分析结果的保证。精密天平的种类很多，有普通精密天平、半自动/全自动加码电光投影阻尼精密天平及电子精密天平等。下面就电子精密天平的使用方法及注意事项做一介绍。 操作方法: 1．检查并调整天平至水平位置。 2．事先检查电源电压是否匹配（必要时配置稳压器），按仪器要求通电预热至所需时间。 3．预热足够时间后打开天平开关，天平则自动进行灵敏度及零点调节。待稳定标志显示后，可进行正式称量。 4．称量时将洁净称量瓶或称量纸置于称盘上，关上侧门，轻按一下去皮键，天平将自动校对零点，然后逐渐加入待称物质，直到所需重量为止。 5．称量结束应及时除去称量瓶（纸），关上侧门，切断电源，并做好使用情况登记。 注意事项: 1.天平应放置在牢固平稳水泥台或木台上，室内要求清洁、干燥及较恒定的温度，同时应避免光线直接照射到天平上。 2.称量时应从侧门取放物质，读数时应关闭箱门以免空气流动引起天平摆动。前门仅在检修或清除残留物质时使用。 3.电子精密天平若长时间不使用，则应定时通电预热，每周一次，每次预热

2h，以确保仪器始终处于良好使用状态。 4.天平箱内应放置吸潮剂(如硅胶)，当吸潮剂吸水变色，应立即高温烘烤更换，以确保吸湿性能。 5.挥发性、腐蚀性、强酸强碱类物质应盛于带盖称量瓶内称量，防止腐蚀天平。 6.称量重量不得过天平的最大载荷。 7.经常对电子天平进行自校或定期外校，保证其处于最佳状态。 8.天平发生故障，不得擅自修理，应立即报告测试中心质量负责人。 9.天平放妥后不宜经常搬动。必须搬动时，移动天平位置后，应由市计量部门校正计量合格后，方可使用。

初中所学文言文中的五类常见词类活用现象

初中所学文言文中的五类常见词类活用现象

古代汉语中的词类活用现象 五种类型：名词用作动词 动词、形容词、名词的使动用法 形容词、名词的意动用法 名词用作状语 动词用作状语 （一）名词用如动词 古代汉语名词可以用如动词的现象相当普遍。如： 从左右，皆肘．之。（左传成公二年） 晋灵公不君．。（左传宣公二年） 孟尝君怪其疾也，衣冠 ．．而见之。（战国策·齐策四） 马童面．值，指王翳曰：“此项王也。”（史记·项羽本纪） 夫子式．而听之。（礼记·檀弓下） 曹子手．剑而从之。（公羊传庄公十三年） 假舟楫者，非能水．也，而绝江河。（荀子·劝学） 左右欲刃．相如。（史记·廉颇蔺相如列传） 秦师遂东．。（左传僖公三十二年） 汉败楚，楚以故不能过荥阳而西．。（史记·项羽本纪） 以上所举的例子可以分为两类：前八个例子是普通名词用如动词，后两个例子是方位名词用如动词。 名词用作动词是由上下文决定的。我们鉴别某一个名词是不是用如动词，须要从整个意思来考虑，同时还要注意它在句中的地位，以及它前后有哪些词类的词和它相结合，跟他构成什么样的句法关系。一般情况有如下四种：

①代词前面的名词用如动词（肘之、面之），因为代词不受名词修饰； ②副词尤其是否定副词后面的名词用如动词（“遂东”、“不君”）； ③能愿动词后面的名词也用如动词（“能水”、“欲刃”）； ④句中所确定的宾语前面的名词用如动词（“脯鄂侯”“手剑”） （二）动词、形容词、名词的使动用法 一、动词的使动用法。 定义：主语所代表的人物并不施行这个动词所表示的动作，而是使宾语所代表的人或事物施行这个动作。例如：《左传隐公元年》：“庄公寤生，惊姜氏。”这不是说庄公本人吃惊，而是说庄公使姜氏吃惊。 在古代汉语里，不及物动词常常有使动用法。不及物动词本来不带宾语，当它带有宾语时，则一定作为使动用法在使用。如： 焉用亡．郑以陪邻？《左传僖公三十年》 晋人归．楚公子榖臣与连尹襄老之尸于楚，以求知罃。（左传成公三年） 大车无輗，小车无杌，其何以行．之哉？《论语·为政》 小子鸣．鼓而攻之可也。《论语·先进》 求也退，故进．之；由也兼人，故退．之。《论语·先进》 故远人不服，则修文德以来．之。《论语·季氏》 有时候不及物动词的后面虽然不带宾语，但是从上下文的意思看，仍是使动用法。例如《论语·季氏》：“远人不服而不能来也”这个“来”字是使远人来的意思。 古代汉语及物动词用如使动的情况比较少见。及物动词本来带有宾语，在形式上和使动用法没有什么区别，区别只在意义上。使动的宾语不是动作的接受者，而是主语所代表的人物使它具有这种动作。例如《孟子·梁惠王上》“朝秦楚”，不食齐宣王朝见秦楚之君，相反的，是齐宣王是秦楚之君朝见自己。 下面各句中的及物动词是使动用法： 问其病，曰：“不食三日矣。”食．之。《左传·宣公二年》

精神分裂症的病因是什么

精神分裂症的病因是什么 精神分裂症是一种精神方面的疾病，青壮年发生的概率高，一般 在16～40岁间，没有正常器官的疾病出现，为一种功能性精神病。 精神分裂症大部分的患者是由于在日常的生活和工作当中受到的压力 过大，而患者没有一个良好的疏导的方式所导致。患者在出现该情况 不仅影响本人的正常社会生活，且对家庭和社会也造成很严重的影响。 精神分裂症常见的致病因素： 1、环境因素：工作环境比如经济水平低低收入人群、无职业的人群中，精神分裂症的患病率明显高于经济水平高的职业人群的患病率。还有实际的生活环境生活中的不如意不开心也会诱发该病。 2、心理因素：生活工作中的不开心不满意，导致情绪上的失控，心里长期受到压抑没有办法和没有正确的途径去发泄，如恋爱失败， 婚姻破裂，学习、工作中不愉快都会成为本病的原因。 3、遗传因素：家族中长辈或者亲属中曾经有过这样的病人，后代会出现精神分裂症的机会比正常人要高。 4、精神影响：人的心里与社会要各个方面都有着不可缺少的联系，对社会环境不适应，自己无法融入到社会中去，自己与社会环境不相

适应，精神和心情就会受到一定的影响，大脑控制着人的精神世界， 有可能促发精神分裂症。 5、身体方面：细菌感染、出现中毒情况、大脑外伤、肿瘤、身体的代谢及营养不良等均可能导致使精神分裂症，身体受到外界环境的 影响受到一定程度的伤害，心里受到打击，无法承受伤害造成的痛苦，可能会出现精神的问题。 对于精神分裂症一定要配合治疗，接受全面正确的治疗，最好的 疗法就是中医疗法加心理疗法。早发现并及时治疗并且科学合理的治疗，不要相信迷信，要去正规的医院接受合理的治疗，接受正确的治 疗按照医生的要求对症下药，配合医生和家人，给病人创造一个良好 的治疗环境，对于该病的康复和痊愈会起到意想不到的效果。

卫生部办公厅关于印发《脐带血造血干细胞治疗技术管理规范(试行)

卫生部办公厅关于印发《脐带血造血干细胞治疗技术管理规 范(试行)》的通知 【法规类别】采供血机构和血液管理 【发文字号】卫办医政发[2009]189号 【失效依据】国家卫生计生委办公厅关于印发造血干细胞移植技术管理规范(2017年版)等15个“限制临床应用”医疗技术管理规范和质量控制指标的通知 【发布部门】卫生部(已撤销) 【发布日期】2009.11.13 【实施日期】2009.11.13 【时效性】失效 【效力级别】部门规范性文件 卫生部办公厅关于印发《脐带血造血干细胞治疗技术管理规范（试行）》的通知 （卫办医政发〔2009〕189号） 各省、自治区、直辖市卫生厅局，新疆生产建设兵团卫生局： 为贯彻落实《医疗技术临床应用管理办法》，做好脐带血造血干细胞治疗技术审核和临床应用管理，保障医疗质量和医疗安全，我部组织制定了《脐带血造血干细胞治疗技术管理规范（试行）》。现印发给你们，请遵照执行。 二〇〇九年十一月十三日

脐带血造血干细胞 治疗技术管理规范（试行） 为规范脐带血造血干细胞治疗技术的临床应用，保证医疗质量和医疗安全，制定本规范。本规范为技术审核机构对医疗机构申请临床应用脐带血造血干细胞治疗技术进行技术审核的依据，是医疗机构及其医师开展脐带血造血干细胞治疗技术的最低要求。 本治疗技术管理规范适用于脐带血造血干细胞移植技术。 一、医疗机构基本要求 （一）开展脐带血造血干细胞治疗技术的医疗机构应当与其功能、任务相适应，有合法脐带血造血干细胞来源。 （二）三级综合医院、血液病医院或儿童医院，具有卫生行政部门核准登记的血液内科或儿科专业诊疗科目。 1.三级综合医院血液内科开展成人脐带血造血干细胞治疗技术的，还应当具备以下条件： （1）近3年内独立开展脐带血造血干细胞和（或）同种异基因造血干细胞移植15例以上。 （2）有4张床位以上的百级层流病房，配备病人呼叫系统、心电监护仪、电动吸引器、供氧设施。 （3）开展儿童脐带血造血干细胞治疗技术的，还应至少有1名具有副主任医师以上专业技术职务任职资格的儿科医师。 2.三级综合医院儿科开展儿童脐带血造血干细胞治疗技术的，还应当具备以下条件：

词类活用例子

文言实词词类活用 活用为一般动词 （一）名词活用为一般动词 1.两个名词连用，既不是并列关系，又不是修饰关系，便是动宾或主谓，其中一个必然活用为动词。 a .有一老父，衣褐，至良所。 b.籍吏民，封府库。 c.我有嘉宾，鼓瑟吹笙。 d.冬雷震震夏雨雪。 2.名词后紧跟代词，该名词活用为动词。 a.驴不胜怒，蹄之。 b.以其乃华山之阳名之。 c.名余曰正则兮。 3.名词放在副词后，便活用为动词。 a.日将暮，取儿槁葬。 b.太子及宾客知其事者，皆白衣冠以送之。 c.从弟子女十人所，皆衣缯单衣，立大巫后。 4.名词放在“能”“可”“足”“欲”等呢过愿动词后，便活用为动词。 a.假舟楫者，非能水也。 b.云青青兮欲雨。 c.其力尚足以入，火尚足以明。 d.子谓公冶长：“可妻也。” 5.名词带介宾结构做补语，这个名词活用为动词。 a.晋军（于）函陵，秦军（于）氾南。 b.唐浮图慧褒始舍于其址。 6.名词用“而”同动词或动宾词组连接时，活用为动词。 a.三代不同礼而王，五霸不同法而霸。 7.名词在“所”“者”结构中便活用为动词。 a.置人所罾鱼腹中。

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词类活用例子 Company Document number：WUUT-WUUY-WBBGB-BWYTT-1982GT

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