領導與部屬交換關係對工作績效之影響—以中華電信員工心理契約為中介變項

中華電信是中華民國最大的電信服務業者，經營模式由原本獨佔企業轉變為多元競爭，公司是否能夠達成其組織目標獲得利潤並且永續經營，員工是最主要的關鍵因素；由Wagner & Hollenbeck(2005) 研究中指出領導者的行為舉止，會間接影響到部屬的工作態度及表現；Moss &Ritossa(2007) 研究則認為魅力領導對員工個體績效呈現正向影響，因此，領導與部屬交換關係對工作績效之影響有著密不可分的關係，而根據Suazo(2011) 研究結果發現心理契約會直接影響員工績效表現及組織公民行為等，故本研究欲進一步探討探討員工心理契約在領導與部屬交換關係對工作績效之影響的中介效果，為主要之議題。本研究採用便利抽樣及滾雪球抽樣之方式進行，主要研究對象為中華電信正職員工；問卷總計發放341份，扣除無效樣本10份之後，有效樣本為331份，有效樣本回收率為97.07%。研究方法係採用敘述性分析、信度分析、變異數分析、迴歸分析、層級迴歸分析、相關性分析及因素分析。主要研究結果如下：假設一獲得支持：領導與部屬交換關係對心理契約有顯著正向影響。假設二獲得支持：心理契約對工作績效有顯著正向影響。假設三獲得支持：領導與部屬交換關係對工作績效有顯著正向影響。假設四獲得部份支持：員工心理契約在領導與部屬交換關係對工作績效的影響上有顯著中介作用。假設五獲得部份支持：不同的人口統計變項之員工在領導與部屬交換關係、心理契約及工作績效上有顯著差異。經由研究結果顯示，領導與部屬交換關係對心理契約有顯著正向影響，又以交易型領導對員工心理契約的影響大於轉換型領導；建議應恢復原有之升遷名額，以激勵員工提高工作表現。研究中也發現，新進員工在心理契約、領導與部屬交換關係及工作績效上的認知程度均低於資深員工，建議由提升員工心理契約認知度著手，為年輕多爭取資源及工作表現，並提早培養接班人，以面對未來五年之退休潮。近年來因退休潮異動或晉升許多一級主管，根據研究結果可知，領導與部屬交換關係對工作績效有顯著正向影響，且股長級以上職務及21年年資以上員工，對於各變項認知均高於基層員工，建議應對職務晉升之新手主管進行主管教育訓練，讓新手主管儘快進入狀況，讓主管、部屬與公司能齊心努力，再創佳績。

關鍵字

領導與部屬交換關係；工作績效；心理契約；中華電信

並列摘要

Chunghwa Telecom is the largest telecommunications service provider in the Republic of China. Transformed from a state-owned enterprise through privatization and liberalization to become a public incorporated company, its business model has been changed from government-granted monopoly to face various market competitions nowadays. Whether the company can achieve its organizational goals in terms of profitability and sustainability, its employees are the most important key factor. Wagner & Hollenbeck’s research (2005) indicated that the behavior of the leader would indirectly affect the working attitude and performance of the subordinates. Furthermore, Moss & Ritossa’s studies (2007) suggested that the charisma leadership having a positive impact on individual performance of an employee. Therefore, the work performance related to leadership and subordinate exchange relationship were said significantly correlated. Other researchers conducted by Suazo (2011) revealed that the psychological contract would directly affect employee performance and organizational citizenship behavior. This study intended to, as the main subject of this research, further explore the work performance and mediating effects that related to employee psychological contract between leadership and subordinate exchange relation. The research methods used descriptive analysis, reliability analysis, variance analysis, regression analysis, hierarchical regression analysis, correlation analysis and factor analysis. The study was conducted by means of convenient sampling and snowball sampling of that data was collected from Chunghwa Telecom's full-time staff. The total sample size was 341. After deducting 10 invalid samples, the effective sample was 331, so that the effective sample rate was 97.07%. The main findings are as follows: Hypothesis 1 is supported: the exchange relationship between leaders and subordinates has a significant positive impact on the psychological contract. Hypothesis 2 is supported: psychological contracts have a significant positive impact on job performance. Hypothesis 3 is supported: leadership and subordinate exchanges have a significant positive impact on job performance. Hypothesis 4 is partially supported: the employee psychological contract has a significant mediating effect on the impact of leadership and subordinate exchanges on job performance. Hypothesis 5 is partially supported: employees of different demographic variables have significant differences on leadership and subordinate exchanges, psychological contracts, and job performance. According to the research results, the exchange relationship between leaders and subordinates had a significant positive impact on the psychological contract, and the influence of transactional leadership on the employee's psychological contract was found greater than that of the transitional leadership. It is recommended that the original promotion quota should be restored to motivate employees to improve their performance. Furthermore, this study also found new employees who had lower awareness of psychological contract, leadership and subordinate exchange relationship, and job performance were lower than senior employees. It was recommended to improve the psychological contract recognition of young employees and therefore motivated to strive for resource acquisition and work performance. Hence, it is crucial to cultivate successors to anticipate the retirement boom in the coming five years. Revealed by this study, due to the retirement tide or, as a consequence of it, increased promotions to many first-level supervisors, the exchange relationship between leaders and subordinates has a significant positive impact on job performance, and employees with positions above the director level and 21-year-old employees were aware of the changes. Above the grassroots staff, The findings would also suggest that the company should provide adequate education and training programs to the newly promoted supervisors as soon as possible to help them perform their roles and responsibilities, so that the executives, managers, and staffs would work together to achieve the corporate goals and see for long-term business excellence.