組織公平對客服員工角色外行為之影響

THE EFFECTS OF ORGANIZATIONAL JUSTICE ON ERTRA-ROLE BEHAVIORS OF FRONTLINE SERVICE EMPLOYEES

王家福(Jia-Fure Wang)

指導教授 ： 黃營杉

國立臺北大學/商學院/企業管理學系/博士(2009年)

摘要

本研究除驗證組織公平對客服員工角色外行為之影響外，並試圖以社會交換關係中的重要變數，亦即組織承諾與主管信任，探討在顧客服務的情境下，其對於組織公平與客服員工角色外行為之間關係的中介影響。依據學者們對於組織公平與組織承諾、組織承諾與角色外行為、組織公平與角色外行為、組織公平與主管信任、主管信任與角色外行為等構念間關係之論述或實證研究，本研究推論社會交換關係中的組織承諾和主管信任可能是客服員工知覺組織公平與其角色外行為間的中介變數。

以學者認為組織公平、組織承諾、主管信任等3者皆為二階因素的一種潛在構念，本研究探討其對角色外行為間之關係，因此，本研究建立了一種同時包含3個二階因素的觀念性架構。以台鐵第一線的客服員工作為研究母體，並以台鐵的列車長作為研究樣本，依據回收的544份有效問卷，經由Lisrel 8.51統計軟體進行線性結構關係模式分析以驗證研究模型和檢定研究假說。

研究結果發現：(1)知覺組織公平會直接影響客服員工對於組織承諾的程度；(2)知覺組織公平對組織承諾的關係，也會經由主管信任產生間接影響；(3)在顧客服務的情境下，客服員工角色外行為會受到客服員工對於組織承諾程度的影響；(4)在顧客服務的情境下，客服員工角色外行為，不會直接受到客服員工知覺組織公平程度的影響，但客服員工知覺組織公平對角色外行為的關係，會受到組織承諾的中介影響，也會受到組織承諾與主管信任的聯合中介影響；(5)客服員工對於主管的信任，會受到其知覺組織公平的影響；(6)客服員工角色外行為，不會受到客服員工對於主管信任程度的直接影響，但主管信任對客服員工角色外行為的關係，會經由組織承諾產生間接影響；(7)客服員工的組織承諾會受到主管信任的影響。

為促進客服員工於面對顧客時進行角色外行為，本研究提出實務管理上的建議：(1)服務業首先應提高客服員工組織承諾的程度；(2)其次應公平的對待客服員工，藉以強化客服員工對主管的信任和提高對組織的承諾。(3)建立客服員工的主管信任，藉以提高對組織的承諾。

關鍵字

組織公平 ； 組織承諾 ； 主管信任 ； 角色外行為

並列摘要

Except to verify the influence of perceived organizational justice on extra-role behaviors of frontline service employees, organizational commitment and supervisory trust, as important variables in social exchange relation, are also examined their effects on the relationship between perceived organizational justice and extra-role behaviors of frontline service employees by this study. Organizational commitment and supervisory trust are inferred as intermediating variables between perceived organizational justice and extra-role behaviors of frontline service employees by the relationship between organizational justice and organizational commitment, by the relationship between organizational commitment and extra-role behaviors, by the relationship between organizational justice and extra-role behaviors, by the relationship between organizational justice and supervisory trust, by the relationship between supervisory trust and extra-role behaviors, and by the relationship between supervisory trust and organizational commitment.
The effects of organizational justice on extra-role behaviors of frontline service employees are examined by three latent second-order constructs, namely organizational justice, organizational commitment, and supervisory trust. By three latent second-order constructs, a conceptual structure was developed. The frontline employees of Taiwan Railway Administration Bureau (TRA) as the populations of this study, questionnaires were distributed to train conductors of TRA. According to 544 returned and valid questionnaires, a linear structure relation modeling was administered by Lisrel 8.51 to examine the research model and hypotheses.
The results indicate that perceived organizational justice affect organizational commitment directly, that organizational justice affect organizational commitment indirectly through influence by supervisory trust, that the extra-role behaviors of frontline service employees are affected by organizational commitment, that perceived organizational justice has no direct effect on the extra-role behaviors of frontline service employees, but that perceived organizational justice has indirect effect on the extra-role behaviors of frontline service employees through the mediation by organizational commitment or through the combined mediation by organizational commitment and supervisory trust, and that supervisory trust would be affected by organizational justice, that supervisory trust has no direct effect on the extra-role behaviors of frontline service employees, but that supervisory trust has indirect effect on the extra-role behaviors of frontline service employees through the influence by organizational commitment, and that supervisory trust affect organizational commitment.
In the service industry, in order to stimulate the extra-role behaviors of frontline service employees, some suggestions in management practice are proposed. It is especially important to advance the level of organizational commitment of frontline service employees first, second to treat frontline employees fairly in order to promote their supervisory trust and deepen their level of organizational commitment, and lastly, to build supervisory trust among frontline service employees in order to increase their level of organizational commitment.

並列關鍵字

organizational justice ； organizational commitment ； supervisory trust ； extra-role behavior

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