知覺組織支持與服務導向組織公民行爲：高績效人力資源實務跨層次之調節效果

Perceived Organizational Support on Service-Oriented Organizational Citizenship Behavior: The Cross Level Moderating Effect of High-Performance Human Resource Practices

童惠玲(Hui-Ling Tung) ； 曾妤珮(Yu-Pei Zeng)

《台灣勞動評論》 3卷1期 (2011/06) Pp. 117-146

https://doi.org/10.29744/TLR.201106.0004

摘要

根據社會交換理論與角色界定的概念，本研究探討知覺組織支持對服務導向組織公民行爲的直接影響，同時驗證高績效人力資源實務是否在知覺組織支持與服務導向組織公民行爲間，扮演著調節角色。本研究以南部地區中華郵政爲研究對象，共針對40家郵局支局發出主管及員工兩種問卷，以主管與所屬窗口服務員工配對評估員工的行爲。本研究採多重來源跨期研究法，將各變項施測時間分爲三階段，每一階段均間隔二週，以了解在時間的變動下，高績效人力資源實務對知覺組織支持和服務導向組織公民行爲的關係是否具有調節效果。本研究採層級線性模式進行分析。結果發現，第一線服務人員所知覺到的組織支持，會影響其服務導向組織公民行爲中服務傳遞、忠誠以及參與的展現；而當各支局愈重視高績效人力資源實務時，知覺組織支持與服務導向組織公民行爲（服務傳遞、忠誠以及參與）之間的關係也愈強。針對上述結果，本研究提出管理意涵與後續研究建議。

關鍵字

知覺組織支持 ； 服務導向組織公民行為 ； 高績效人力資源實務

並列摘要

Base on the concept of social exchange theory and role theory, this study discusses the process in which perceived organizational support lead to service-oriented organizational citizenship behavior in service organizational settings. This study also examines multilevel relationship in moderating process of high-performance human resource practices between perceived organizational support and service-oriented organizational citizenship behavior.The research objective in this study is Chunghua post company in southern Taiwan. Sample data from 40 branches were collected at three points in time from employees and their supervisors. In this study constructs with two sources (e.g., contact employees rated their perceived organizational support in T1, and service-oriented organizational citizenship behavior in T3, while supervisors rated high-performance human resource practices in T2) were measured in order to reduce the possibility of same source bias. Hierarchical linear modeling was used to test the hypotheses. The results showed that organizational support perceived by contact counter employees lead to service-oriented organizational citizenship behavior in terms of service delivery, loyalty and participation; while high-performance human resource practices are valued by the post branch, these management practices strengthens the relationship between organizational support perceived by contact counter employees and service-oriented organizational citizenship behavior (service delivery, loyalty and participation). Based on the findings, some managerial implications and suggestions for further research will be proposed.

並列關鍵字

Perceived organizational support ； Service-oriented organizational citizenship behavior ； High-performance human resource practices