本研究主要是探討組織之中,主管與部屬間信任不一致對部屬工作績效的影響。本研究採用兩個研究途徑,首先在研究一採取質化研究途徑,訪問了9位部屬,捕捉其與主管間不同信任程度對其工作表現的影響,進一步歸納工作場域中,主管與部屬間信任一致或不一致時,對部屬的角色外行為(組織公民行為、建言行為)及任務績效的不同影響機制。其次,本研究在研究二採取問卷調查法,針對軍隊組織進行一位主管搭配兩位部屬的對偶式問卷發放,一共回收190份有效對偶問卷,主管負責填寫其對部屬的信任、及部屬在角色外行為及任務績效等題項;部屬則填寫其對主管的信任之題項。最後本研究採用多項式迴歸分析,分析結果說明當主管與部屬在高一致信任時,或是主管高部屬低的不一致信任時,對部屬的角色外行為及任務績效有正向影響,更進一步檢視,主管與部屬的高一致信任,與主管高部屬低的不一致信任,會透過部屬角色外行為中介,進而促成部屬較高的任務績效表現。總結而言,本研究發現主管與部屬間的信任一致性高或是主管高部屬低的信任不一致,會進一步影響部屬在角色外行為及任務績效間的權衡,部屬會願意採取較多的角色外行為,進而促成較佳的任務績效。
Investigating interpersonal trust between supervisors and subordinates in the workplace context, this research examined different situations of dyadic trust, especially trust asymmetry, to provide a more comprehensive understanding of its impact on subordinates’ performance. In addition to a qualitative study that captured the phenomenon and confirmed the validity of this research, a framework with the mediation mechanism of extra-role behaviors on the relationship between trust and task performance to underpin the mechanism between these factors was also examined. The triggering function of trust and trade-off nature between in-role and extra-role behaviors were put into consideration. Findings showed that when receiving high trust from supervisors, subordinates would engage more in extra-role behaviors which eventually enhance their task performance. This research contributed to the literature of trust, social-exchange theory, and provided a linkage between trust and extra-role behaviors literature. It also offered practical implications for supervisors on facilitating subordinates’ performance under trust asymmetry situations.