- 學位論文
看見不一樣的自己：組織成員參與利他活動與其情感性承諾的提升
Seeing a different self: Altruistic activities and their impact on employees’ affective commitment
摘要
過去研究多在組織層次探討組織推廣利他活動所帶來的效應，甚少在個體層次探討利他活動對於所屬員工的影響效果。除此之外，雖然有研究指出參與組織所提倡的 利他活動能夠透過意義建構的歷程來提升員工的情感性承諾（Grant, Dutton, & Rosso, 2008），但其所提出的理論模式尚待進一步修正。因此本研究旨在探究企業致力於利他活動時，能否透過Grant等人的意義建構模型，來達到提升員工情感 性承諾的效果。本研究樣本取自兩家國內大型服務業之業務單位，其所提倡的志工活動類型分別以志工活動與金錢捐獻為主。本研究採用質化取徑的方式，深入了解 企業實行利他活動對於員工提升情感性承諾的路徑內容，並且驗證Grant等人模式的適用性。研究結果發現，意義建構路徑是否成立並非受利他活動形式的影響，而是取決於員工參與活動後所引發的反思類型，當他們產生個人化的反思，也就是對於自身在利他活動中所扮演的角色與活動對於自己的意義，產生全面而深入的思考，則Grant等人的意義建構模型將最完整，並使員工的情感性承諾充分提升；當員工產生去個人化的反思時，其意義建構路徑將受到削弱，情感性承諾的提升效果也較低。當員工對於活動與自身並未產生反思時，將不會引發後續的意義建構路徑，且若員工知覺到公司參與利他活動的動機僅為公司聲譽與印象的整飭時，員工的情感性承諾將不升反降。本研究成果修正了Grant等人的理論模式，亦進一步釐清了組織提倡利他活動的實務應用價值。
並列摘要
Prior research on altruistic activities of business organizations mainly investigated effects of such activities at the organizational level; little is known about how these activities affect employees at the individual level. Although Grant, Dutton, and Rosso (2008) have proposed a sensemaking model to explain the relationship between participation in altruistic activities promoted by organizations and employees’ affective commitment, the boundary condition of this model is still unclear. Sampling employees of two large-scale companies in Taiwan, I employ a qualitative approach to re-test Grant et al.’s model. My findings suggest that the extent to which the model holds depends on the types of self-reflection emerged after employees’ participation in organization-promoted altruistic activities. Personalized reflection, or reflection on what one’s participation in these activities really means to him or her, fully activates the two sensemaking routes specified in Grant et al.’s model and, thus, increases employees’ affective commitment. Depersonalized reflection, or reflection on how participation in altruistic activities has impact on participants in general, only activates one of the two routes in Grant et al.’s model and, thereby, has a weaker effect on employees’ affective commitment. Lack of both types of self-reflection, finally, fails to activate any sensemaking route; employees’ affective commitment even decreases if they are aware of the instrumental intention of their organization to promote altruistic activities. Findings of this study further revise Grant et al.’s model and clarifies the role of organizational promotion of altruistic activities.