業務人員心理資本對工作投入及工作績效之影響-以組織認同為調節變項

企業所關注之焦點，已從思考如何營利逐漸移轉至思考如何永續經營。而現代企業為達成永續經營之目標，將聚焦於幾個部份：1.業務是企業的核心能力。2.心理資本是企業越發重視的成功因素。3.員工工作投入是組織的重要指標。4.工作績效是王道。5.組織認同是催化劑。Luthans, Luthans, Luthans(2004)提出以正向心理力量為核心的「心理資本」概念，並發展與管理以提升員工的工作表現(Luthans, 2002; Nelson Cooper, 2007)。Armstrong (2014)提出當人們對其工作覺得正面、有趣、甚至興奮時，會被激勵而達到高績效的自主行為。Borman Motowidlo(1993) 認為工作績效即是與組織目標有關的所有行為，可以根據個人對組織目標的貢獻程度來衡量。Abraham, Gershon, David(2007)之研究顯示員工的組織認同程度愈高，其工作績效也會愈高。本研究欲探討業務人員的心理資本，是否會對工作績效上造成正面的影響。且以工作投入為中介變項，探討透過增強業務人員的工作投入是否能增強工作績效之正面影響；並以組織認同為調節變項，進一步探討增強業務人員的組織認同，是否進而提升工作投入程度。本研究以台灣之業務從業人員為調查對象，採滾雪球與便利抽樣方式，共回收277份有效樣本。經由敘述性統計分析、項目分析、信度分析、驗證型因素分析、相關分析、迴歸分析、層級迴歸分析、T 檢定及變異數分析等統計方法，以SPSSX-26與A-MOS等軟體來驗證各研究假設，研究結果顯示如下： 1.業務人員之心理資本對其工作績效有顯著正向影響。 2.業務人員之心理資本對其工作投入有顯著正向影響。 3.業務人員之工作投入對其工作績效有顯著正向影響。 4.工作投入在業務人員之心理資本對工作績效之影響上，有部份中介作用。 5.組織認同在業務人員之心理資本對工作投入之影響上，無調節作用。 6.業務人員之部分人口統計變項在心理資本、工作投入、工作績效及組織認同上，有顯著差異。最後，綜合本研究結果提出討論，並對學術及企業未來提供參考建議。企業若能提升業務人員的心理資本，將有助於提升公司整體績效。如：在提升自我效能方面，可以辦理內部訓練課程，加強其對產品知識、產業知識、業務技能和商談技巧，以提升業務人員之自信心。在提升希望、復原力及樂觀態度方面，則可以多舉辦心靈提升之課程，以提升工作績效與工作投入。

關鍵字

業務人員；心理資本；工作投入；工作績效；組織認同

並列摘要

The enterprises are focus on how to make profits has gradually shifted to how to operate sustainably. In order to achieve the goal of sustainable operation, the modern enterprises have focus on the following parts:1.Sales is the main competence of an enterprise.2.Enterprises has paid more and more attention on psychological capital as a factor of success.3.Employee’s work engagement is an important indicator for the organization.4.Job performance is the key.5.Organizational identity is the catalyst. Luthans, Luthans, Luthans(2004) proposed the concept of "psychological capital" with positive psychological strength as the core and by developing and managing it to improve employees' work performance(Luthans, 2002; Nelson Cooper, 2007). Armstrong (2014) proposed that when people feel positive, interesting, and even excited about their work, they will be motivated to achieve high-performance autonomous behaviors. Borman Motowidlo (1993) believe that job performance is all behaviors what related to organizational goals, which can be measured according to the individual's contribution to organizational goals. The research of Abraham, Gershon, David (2007) shows that the higher the employee's organizational identity, the higher their job performance will be. This study expects to explore the psychological capital of salesman would has a positive impact on job performance. And adding job engagement as a mediating variable to explore whether enhancing the job engagement can increase the positive impact of job performance or not? Also using organizational identity as a moderator variable to explore whether enhancing the organizational identification can increase job engagement or not. This study takes salesmen as the research objects. Data samples were obtained by convenience sampling and snowball sampling.277 valid questionnaires were collected. The SPSS analysis software and AMOS statistical analysis software were used for factor analysis, correlation analysis, regression analysis, hierarchical regression analysis, T-test, and variance analysis. The results are as following: 1.The psychological capital of salesman has a significant positive impact on job performance. 2.The psychological capital of salesman has a significant positive impact on job engagement. 3.The job engagement of salesman has a significant positive impact on job performance. 4.Job engagement has a partial mediating effect of salesman's psychological capital on job performance. 5.Organizational identity has no moderating effect of salesman's psychological capital on job engagement. 6.Demographic variables of salesman have significant differences in psychological capital, job engagement, job performance and organizational identity. In view of the above results, this study proposes relevant management implications and recommendations. Enterprises can enhance the psychological capital of salesman; it will help to improve the overall performance of the Enterprises. For example, in terms of improving self-efficacy, internal training courses can be conducted to strengthen their product knowledge, industry knowledge, business skills and negotiation skills, so as to enhance the self-confidence of salesman. In terms of improving hope, resilience and optimism, more spiritual improvement courses can be held to improve work performance and work engagement.