闇黑人格對組織承諾與靜默離職的影響-以倫理氣候為調節變項

在現代的組織管理研究中，人類行為的理解和分析扮演著至關重要的角色。組織在面對日益複雜和多變的環境挑戰時，不僅需要應對外部的經濟和社會變遷，也必須處理內部人際互動及其對組織運作的影響。基於對人性與人類行為的興趣，加上在管理工作經歷中遇到的實際挑戰，促使本研究深入探討闇黑特質含：自戀、馬基維利主義和精神病態在組織內部的行為表現與工作態度，進而深化對於組織內部動態和管理策略的理解。全球新冠疫情後，靜默離職（Quiet Quitting）一詞在全球網絡上引發高度討論， Khan(2022)指出，靜默離職並非真正辭職，而是放下職場奮鬥的自己，不再將工作視為生活的全部，因為人生不僅是工作。此論述風靡全網，對企業管理來說，無疑是一大挑戰。在過往的研究中證實倫理氣候顯著影響員工的倫理行為(Treviño et al.,1998;Fritzsche,2000)、工作態度(Deshpande,1996;Schwepker,2001;Ambrose et al.,2008)及組織承諾(Babin et al.,2000)，故本研究旨在探討員工的闇黑人格特質其對組織承諾的影響程度以及靜默離職的可能性，並進一步考察倫理氣候在此過程中的調節作用。通過此研究，期能深入了解這些複雜的心理特質在工作環境中的行為模式，提供組織在管理和減少消極行為方面的實踐建議。本研究以在職工作者為研究對象，根據文獻建立研究架構及五大研究假設，採便利抽樣與滾雪球抽樣方式，共回收271份有效問卷。經SPSS-27及AMOS-26統計分析驗證，研究結論如下：假設一：闇黑人格與組織承諾之間有顯著正向影響（部分成立）假設二：闇黑人格與靜默離職呈顯著正向影響（部分成立）假設三：倫理氣候在闇黑人格對組織承諾上的影響有顯著負向調節作用（部分成立）假設四：倫理氣候在闇黑人格對靜默離職上的影響有顯著負向調節作用（不成立）假設五：不同人口統計變項的工作者在闇黑人格、組織承諾、靜默離職與倫理氣候上有顯著差異（部分成立）本研究之研究結果對管理實務具有重要意涵，特別是對於理解和應對擁有闇黑人格特質的員工行為，透過了解、預防、規畫與執行予以因應，以提升其組織承諾、降低其可能選擇以靜默離職的表現回應工作中不滿和挑戰的發生。因此，管理者在制定管理策略時，應更加深入了解擁有闇黑人格特質的員工的需求和行為模式，同時，也應重視對倫理氣候的建設，確保組織的價值觀與員工需求相匹配，從而減少潛在的衝突和疏離感，提升組織整體的凝聚力和穩定性。

關鍵字

闇黑人格；組織承諾；靜默離職；倫理氣候

並列摘要

The understanding and analysis of human behavior plays a crucial role in modern organizational management research. As organizations face the challenges of an increasingly complex and changing environment, they not only need to cope with external economic and social changes, but also have to deal with internal human interactions and their impact on organizational functioning. Caused interested in human nature and human behavior, coupled with practical challenges encountered in managerial experiences, prompted this study to delve deeper into the behavioral manifestations and work attitudes of dark traits, including narcissism, Machiavellianism and psychopathy, within organizations, in order to deepen our understanding of the internal dynamics of organizations and their management strategies. After COVID-19, the term Quiet Quitting has been highly discussed on the global web, with Khan (2022) pointing out that Quiet Quitting is not really resigning, but letting go of one's own struggles in the workplace, and no longer seeing work as all there is to life because life is not just about work. This statement has taken the internet by storm and is undoubtedly a major challenge to business management. In previous studies, it has been demonstrated that ethical climate significantly affects employees' ethical behavior (Treviño et al., 1998; Fritzsche, 2000), work attitudes (Deshpande, 1996; Schwepker, 2001; Ambrose et al., 2008) and organizational commitment (Babin et al., 2000), this study aims to examine the extent to which employees' dark personality traits affect organizational commitment and the likelihood of silent exit, and to further examine the role of ethical climate as a moderator in this process. Through this study, it is hoped that a deeper understanding of the behavioral patterns of these complex psychological traits in the workplace will be gained, which will provide practical suggestions for organizations to manage and reduce negative behaviors. The study was based on the literature to establish a research framework and five research hypotheses. 271 questionnaires were collected through convenience sampling and snowball sampling. After SPSS-27 and AMOS-26 statistical analyses, the conclusions of the study are as follows: H1: There is a significant positive effect between dark personality and organizational commitment. Partially established. H2: There is a significant positive effect between dark personality and quiet exit. Partially established. H3: There is a significant negative moderating effect of ethical climate on the effect of dark personality on organizational commitment. Partially established. H4: There is a significant negative moderating effect of ethical climate on the effect of dark personality on silent resignation. Untenable. H5: There is a significant negative moderating effect of dark personality, organizational commitment, and silent resignation among workers with different demographic variables. Partially established. The findings of this study have important implications for managerial practice, especially for understanding and responding to the behaviors of employees with dark personality traits through understanding, prevention, planning and implementation, in order to enhance their organizational commitment and reduce the likelihood that they will choose to respond to the occurrence of dissatisfaction and challenges at work with a silent exit. Therefore, when developing management strategies, managers should have a better understanding of the needs and behavioral patterns of employees with dark personality traits. At the same time, they should also pay attention to building an ethical climate that ensures that the organization's values match the needs of its employees, so as to reduce potential conflict and alienation, and to enhance the cohesion and stability of the organization as a whole.