諫言-華人企業組織中部屬向上建言行為的探索研究

過去研究表明，建言(Voice behavior)指的是員工期待組織有所改變時，對組織內的主管、同事或其他成員提出建議的一種行為，其中向上司表達建議大多被歸類在向上建言當中。在西方文化下，向上建言主要是聚焦在部屬個人的工作需求上，這使得部屬要提出具有改變意味的建言時，會以個人「風險」做為是否提出的主要考量，進而決定是否要向主管提出建議。在華人社會具有較西方更為鮮明的階層距離，華人可能將向上建言視為一件極具風險的事情而選擇不說，這使得華人社會中的向上建言將難以捕捉。因此，本研究重新探討華人部屬與主管間的關係，透過華人文化中獨有的「五倫」發現，華人在社會中的角色是具有相當明確的義務規範，華人透過要求個體服從角色義務以維持社會階層的穩定，並以對偶關係的方式來界定每個個體在社會中的角色中，使得華人的社會角色間具有相當強烈的依附性，而穩定此種上下階層的對偶關係的關鍵正是對主管的「忠誠」。華人的「忠誠」則會展現在「諫諍」、「任怨」與「順從」三種行為之上。其中，「諫諍」具有為了主管非說不可的概念，但該行為卻同時具有抗拒主管指令之意，過去研究明確指出諫言是一種「在華人的階級制度當中，下位者針對上位者不當的行為，予以導正勸戒之行為」，這使得華人在提出諫言時，尚會注意角色關係間的和諧，來達到忠誠中任怨與順從兩個面向；因此，本研究根據過往文獻的論述，嘗試透過忠誠與和諧兩個面向，來探究華人文化下諫言的特殊性。　　本研究透過探索式研究探索存在華人文化下向上建言的特殊性，本研究訪談了來自18個行業36位不同階級的員工，總共收集了70筆的關鍵事例。以忠誠與和諧做為兩大構念，劃分出四個象限，並依據每個象限中的案例歸納出11個主題，當華人在忠於主管但不顧和諧的情況下會展現出「義無反顧」及「直言不諱」兩種狀態；當華人在忠於主管但顧慮和諧的狀態下，則會展現出「軟言溫語」、「曲盡人情」、「微諫不倦」、「折衷妥協」四種狀態；當華人在忠於自我但顧慮和諧的狀態下，會展現出「順從表達」、「沉默不說」、「點到為止」三種狀態；當華人在忠於自我但顧慮和諧的狀態下，則會展現出「以下犯上」、「借題發揮」兩種狀態。此外，本研究當中尚節錄了部屬基於忠誠，而選擇放棄表達的事例，當部屬認為其提出建議或爭取自身利益後，可能會對主管產生麻煩或傷害到組織則會選擇放棄表達，與過去研究中所表示的「利社會型沉默」有些許的不同，華人社會中此種沉默是基於忠誠所展現出來的。最後，本研究將在忠於主管的兩個面向中之向上建言進行歸納，找出諫言的類型與內涵，本研究透過是否顧慮和諧分類出「箴誡行諫言」及「規諷型諫言」，其兩者最重要的共通內涵即為「非要主管接受建議」的概念。

關鍵字

建議行為；建言；諫言；忠誠；和諧；向上建言

並列摘要

Previous studies have shown Voice behavior refers to the behavior that suggest to the supervisor, colleague, or other member of an organization when an employee expects a change in the organization. Voice toward the supervisor means “speak up”. In Western culture, speak up focuses on the work needs of subordinate individuals. When the subordinates make suggestions, they have expected change in the organization. Therefore, the subordinates will consider the "risk" and decide whether to make recommendations to the supervisor. In the Eastern culture, the Chinese have a greater power distance than the Western culture, causing the Chinese to regard “speak up” as a very risky thing and choose not to say, which makes “speak up” in the Chinese society difficult to capture. In Chinese culture, there has been a unique “wu lun”(五倫). “Wu lun” norms the social role obligations of Chinese, and defines the relationship between the upper and lower layers in the way of duality. Causing a strong interdependence on the social roles of Chinese. The key point to stabilizing the dual relationship between the upper and lower classes is the “loyalty” to the supervisor. Loyalty in Chinese society has three concepts: “Jian Yan”, “Ren Yuan”(任怨), and obedience. Previous studies refer to “Jian Yan” is “In Chinese hierarchical structure ordering relationships by status, Subordinate reject the wrong behavior from the Supervisor, and try to persuade the supervisor's behavior”. But obedience and “Ren Yuan” emphasize the obedience to the supervisor. This allows the Chinese subordinate to still consider about the harmony with the supervisory relationship when express “Jian Yan”. Based on the previous studies, this study attempts to explore the particularity of “Jian Yan” in Chinese culture through the two concepts of loyalty and harmony. Through the two concepts of loyalty and harmony, this study has divided 11 themes related to speak up in Chinese. In addition, in this study, some examples of subordinates based on loyalty and choosing to give up their expressions are recorded. When the subordinates think that they may make suggestions or seek their own interests, they may cause trouble to the supervisor or hurt the organization and choose to give up expression. Finally, this study will summarize the two dimensions that are loyal to the supervisor, and find out the types and connotations of “Jian Yan". This study divides the “jian yan” into " zhen jie jian yan(箴誡型諫言)” and " gui feng jian yan(規諷型諫言)" by considering harmony or not. In these two types of “jian yan”, the most important common connotation is "doing the supervisor to accept the proposal."