保險業務人員的前瞻性行為與工作績效：魅力型領導與組織資源之影響

Proactive Behavior and Job Performance: The Role of Charismatic Leadership and Organizational Resource in Insurance Industry

張連君(Lien-Chun Chang)

指導教授 ： 郭建志

中原大學/理學院/心理學研究所/碩士(2011年)

https://doi.org/10.6840/CYCU.2011.00070

摘要

二十一世紀的企業組織在大環境影響下的變得更為動態性、分權化，產業變化快速、工作環境的不穩定使員工不單只需要完成被指派的工作，而須具備負責、彈性、更延展的工作角色與能力，因此前瞻性行為在競爭激烈、強調創新的組織中顯得相當重要。本研究探討前瞻性行為與工作績效、魅力型領導的關係及績效取向文化、高績效人力資源實務及回饋環境等三種組織資源的調節角色。本研究採用方便取樣的問卷調查方式蒐集資料，以保險業務人員為研究對象，回收有效問卷共290份。研究結果發現：(1)保險業務人員的前瞻性行為越高，其工作績效越好。(2)當保險業務人員知覺主管為魅力型領導時，其前瞻性行為較高。(3)績效取向文化對魅力型領導和前瞻性行為的關係有顯著調節效果。(4)回饋環境對魅力型領導和前瞻性行為的關係有顯著調節效果。(5)高績效取向文化對魅力型領導和前瞻性行為的關係不具顯著調節效果。最後，根據本研究結果形成討論，說明研究限制及未來研究方向，並提供管理實務意涵。

關鍵字

魅力型領導 ； 高績效人力資源實務 ； 前瞻性行為 ； 工作績效 ； 回饋環境 ； 組織資源

並列摘要

In the 21st century, business organizations have become more dynamic and decentralized under various influences in the work environment. Due to rapid changes in industry and instability in the job market, employees not only need to complete assigned jobs but must also be responsible and flexible while possessing an extended role and other work abilities. Proactive behavior became a critical issue in organizations where there is greater competition and pressure for innovation. The present study explores the relationship between proactive behavior, work performance and charismatic leadership, and the moderating roles of the three organizational resources such as task orientation culture, high performance human resource practices and feedback environment. This research draws from 290 surveys, which is by convenience sampling and takes insurance salesmen as participants answering questionaires. The research findings are: (1) The more proactive behavior the insurance salesmen express, the higher work performance they have. (2) When the supervisor demonstrates charismatic leadership behavior, insurance salesmen show more proactive behavior. (3) Task orientation culture moderated charismatic leadership and proactive behavior. (4) Feedback environment moderated charismatic leadership and proactive behavior. (5) High performance human resource practices don’t moderate charismatic leadership and proactive behavior. Finally, according to the results, implications of this study for future empirical research and limitations are discussed.

並列關鍵字

Feedback environment ； High performance human resource practices ； Task orientation culture ； Work performance ； Organizational resource ； Charismatic leadership ； Proactive behavior

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