華人主管對於部屬的歸類及管理方式受到華人文化影響甚鉅,主管將部屬分類成三種類型(關係、忠誠、才能),並展現不同方式的差序對待,並有著不同的資源分配、晉升機會。先前研究少有關注主管對於不同的員工會使用何種不同的方式與之互動。本研究採故事情境法,並依照華人員工歸類標準將受試者分為親、忠、才以及控制組。採受試者間設計,讓受試者隨機填寫一種情境,並使其填寫以主管身分會使用何種影響策略與部屬互動。分析方法使用探索性因素分析(EFA)將十一種影響策略其中九種區分成三類,分別為偏情感性長期取向策略、偏工具性長期取向策略及非長期取向策略。本研究共計有271位來自不同產業的員工參與本實驗。研究結果顯示,主管對於四種不同分類的員工,三種取向策略之間的趨勢有顯著的差異。最後,本文進一步說明研究限制,並提出未來研究方向。
Chinese culture has a great influence towards the supervisors’ categorization and management of the subordinates. The subordinates are classified into three types (guanxi, loyalty and competence), each of them provides differential management of how the subordinates are being treated, also with a diverse distribution of the resources and promotion opportunities. Past researches have little concern on the different ways and tactics of how subordinates are being treated by their supervisors. This study uses the scenario experiment in accordance with the standard Chinese employees’ classification, and subordinates are being divided into groups of guanxi, loyalty, competences as well as the control group. Participants are required to randomly distribute one scenario and fill up the form on what kind of influence tactics they would use to interact with the subordinates. The use of exploratory factor analysis (EFA) will separate nine out of the eleven influence tactics into three types, which are affectional long-term approach strategy, instrumental long-term approach strategy and non long-term approach strategy. In this study, a total of 271 employees from various industries participated in the experiment. The results showed that there are significant differences between the three oriented strategies, and how the supervisors treat their subordinates based on the four different classifications. In conclusion, the contributions and limitations are discussed and suggestions are also provided for the future in Chinese organizations.