摘要 隨著時代進步,企業組織為了因應全球快速的發展,對於組織的政策、措施或設備等會隨著環境改變而進行調整,在改造的過程中,影響的是員工對組織的看法與知覺感受。然而,變動所產生的組織限制會讓員工經驗到挫折,因此,知覺組織支持、負向認同和核心自我評價在組織限制與組織挫折間的調節角色就顯得相當重要。本研究首先蒐集現今存在的組織限制,接著探討組織限制與組織挫折間的關係,及知覺組織支持、負向認同和核心自我評價的調節效果。本研究採用便利性取樣蒐集問卷,受試者為一般企業員工,回收有效問卷共212份。研究結果發現:(1)組織限制越高,員工所感受到的挫折就越高。(2)知覺組織支持對組織限制與組織挫折有顯著調節效果。(3)負向認同對組織限制與組織挫折有顯著調節效果。(4)核心自我評價對組織限制與組織挫折不具有顯著調節效果。最後,根據研究結果進行討論,並說明未來研究方向與管理實務意涵。
Abstract Organizations inevitably adjust policies and equipment to cope with their expanding business. This affects employees’ perception and attitude towards the company. If the changes result to constraints, employees might feel frustration. Hence, it is important to determine the moderators. The present study explores the categories of organizational constraints, the relationship between organizational constraints and employee frustration, and the moderating roles of the individual level variables such as perceived organizational support, disidentification, and core self-evaluation. The sample includes 212 workers from ordinary companies. The research findings are: (1) greater organizational constraints caused higher frustration, (2) perceived organizational support moderated organizational constraints and organizational frustration, (3) disidentification moderated organizational constraints and organizational frustration, and (4) core self-evaluation did not moderate organizational constraints and organizational frustration. The implications of this study for and possible applications are discussed.