近年來,企業的縮編及合併比過去更為頻繁,企業也越來越將注意力放在短期的利益上,組織為了降低營運成本,人員的編制與重組也愈趨於精實,企業依需求快速調整人事成本,因此,組織開始思考如何選對的人。本研究試圖從主管-部屬間的相似性,來說明哪些部屬與主管有比較良好的溝通互動,即當主管-部屬在哪些相似性的情形下,主管與部屬會有比較多的溝通互動,相似性的分類包含:部屬知覺主管整體的相似性、主管-部屬價值觀的相似性、主管-部屬人格的相似性、主管-部屬背景變項的相似性以及關係(Gunaxi)對於主管與部屬的溝通行為之影響。本研究採用便利抽樣的調查方式,並以對偶設計之問卷法收集資料,填答者為一般企業之員工,總共收集208對主管-部屬的配對資料。研究結果發現:(1)部屬知覺主管整體的相似性對於部分的溝通行為有正向的影響效果。(2)主管-部屬價值觀的相似性(現代的相似性)可以預測部屬的沈默行為。(3)主管-部屬人格的相似性(謹慎相似性與開放相似性)對於部分的溝通行為有正向的影響效果。(4)主管-部屬背景變項的相似性(年資的相似性)對於工作的溝通行為有正向的預測效果。(5)關係(Guanxi)對於部分的溝通行為有正向的影響效果。(6)從迴歸分析中發現組織的沈默氣候可以調節相似性與溝通行為間的關係。最後,根據本研究結果,進一步討論並說明管理上的意涵、未來研究的方向與研究限制。
Recently downsizing and mergers have become more and more common in organizations. This is in part due to the intention of lowering personnel cost in order to fulfill short term benefits. Therefore, organizations are more concerned with choosing the correct people than before. This current study attempts to clarify which kinds of subordinates will have better interactions with their supervisors from a supervisor-subordinate similarity perspective. Supervisor-subordinate similarity include: subordinate’s perception of overall supervisor similarity; value similarity between supervisors and subordinates; personality similarity between supervisors and subordinates; demographic similarity between supervisors and subordinates; and Guanxi. A total of 208 questionnaires were collected from convenient sampling of dyads working in an organization. We found that: (1) subordinate’s perception of overall supervisor similarity has a positive effect on subordinate’s communication behavior; (2) value similarity (modernity similarity) between supervisors and subordinates has a positive effect on subordinates’silence ; (3) personality (conscientiousness and openness similarity) similarity between supervisors and subordinates has a positive effect on some communication behavior; (4) demographic (tenure similarity) similarity between supervisors and subordinates has a significant predictive power on work communication; (6) Guanxi has a positive effect on some communication behavior; (7) the “silent climate” of the organization has a moderator effect between similarity effect and communication behavior. Research implication and limitation are also discussed.