以對偶關係探討認知差異對員工態度及行為的影響

在職場上主管與部屬互動是不可避免，而不同關係對員工態度及行為的影響是非常重要的。本研究目的主要以主管與部屬關係認知上的差異，並探討認知差異對員工的行為（工作績效、職場偏差行為）及態度（工作倦怠）是否造成影響。本研究對象為台中及彰化地區國小、國中、高中、大學學校之行政人員，採便利抽樣、電訪、郵寄與現場發放問卷的方式進行問卷調查。總共發放480份配對問卷，有效問卷249份，有效回收率為51%。研究結果顯示一、不論是主管與部屬認知一致的內群體（認知彼此為自己人），亦或主管與部屬認知不一致的外群體（彼此不為自己人），在「工作倦怠」並無顯著差異。二、主管與部屬認知一致的內群體，在「工作績效」構面有顯著差異；主管與部屬認知不一致的外群體，在「工作績效」構面有較差的表現。三、主管與部屬認知一致的內群體，在「偏差行為」構面有較低的表現；主管與部屬認知不一致的外群體，則是有較高的「偏差行為」。建議主管應審慎注意公私界線及與其他同儕之間的關係，部屬要能夠積極地與主管建立較高的互信程度關係。高品質的LMX關係對事業與心理狀態是有益處的。

關鍵字

領導部屬交換理論；工作倦怠；工作績效；職場偏差行為

並列摘要

Study background and motivations: Interaction between supervisors and subordinates in the workplace is inevitable, and the impact of different relationships on employee attitudes and behaviors is very important. Study purpose: This study focuses on cognitive differences in supervisor-subordinate relationships and explores whether cognitive differences affect employee behavior (work performance, workplace bias behavior) and attitude (job burnout). Research methods: The study was conducted by administrative staff of primary, middle, high and university schools in Taichung and Changhua districts, and questionnaires were conducted by means of convenient sampling, teleinterviewing, mailing and onsite distribution of questionnaires. A total of 480 matching questionnaires were distributed, 249 were valid, with an effective recovery rate of 51 per cent. The results and recommendations of the study: First, whether the supervisor and the subordinate cognitively consistent internal groups (cognition of each other as themselves), or the supervisor and the subordinate cognitively inconsistent group (not each other), there is no significant difference in ＂work burnout.＂ Second, the internal group of supervisor and subordinate cognition has significant differences in the ＂job performance＂ structure, and the external group with which the supervisor and the subordinate cognition is not in line, has a poor performance in the ＂job performance＂ structure. Third, the internal group with the level of perception of the supervisor and the subordinate has a lower performance in the ＂ beviance behavior＂ structure, while the external group with which the supervisor and the subordinate cognition is not consistent, the other group has a higher ＂ beviance behavior＂. It is recommended that supervisors pay careful attention to public-private boundaries and relationships with other peers, and that departments be able to actively establish a high level of trust with supervisors. High-quality LMX relationships are beneficial to career and mental state.