交易型領導對員工價值共創之影響：以財務激勵與非財務激勵為中介變項

本研究試圖回答：「交易型領導在組織中透過關鍵中介因素刺激組織成員是否會對企業或組織產生具有價值共同創造之行為？」本研究報告整合過去文獻分析，建構一個系統性的模型方式，用以整合組織與個人二個層級，探討組織領導階層以交易型領導方式透過財務激勵或非財務激勵方式進而刺激組織內部成員達成價值共同創造。本研究透過電子問卷和親自發放問卷的方式，由所選定任職於新竹縣市內不同產業之全職一般員工做為研究對象進行填答。透過問卷發放550份，其中紙本問卷330份，電子網路問卷220份，有效的回收問卷共513份，問卷回收率為93.27%。本研究內容分為兩個部分進行探討，第一部分為探討組織層級之交易型領導與個人層級之員工價值共創是否具有顯著的正向影響；第二部分為探討個人層級員工之財務激勵或非財務激勵在組織層級之交易型領導與員工價值共創是否具有中介效果。本研究調研結果支持下列假說：假設一：交易型領導對員工價值共創具有正向影響假設二：財務激勵在組織層級的交易型領導與個人層級的員工價值共創具有中介關係假設三：非財務激勵在組織層級的交易型領導與個人層級的員工價值共創具有中介關係從本研究中的調研結果發現，交易型領導風格對組織中的成員價值共創具有正面的影響力，搭配適當的財務激勵方式，可以激發組織中的成員提昇對組織的認同歸屬感，除了有助於此一領域知識的累積之外，更可作為管理實務的參考。

關鍵字

交易型領導；財務激勵；非財務激勵；價值共創

並列摘要

This study attempts to investigate whether transactional leadership stimulates employee value co-creation via key mediators in the companies or organizations. By integrating past literature analysis and we construct a systematic model to integrate two levels of organization and individual. In order to discuss the leadership of the organization which using transactional leadership to stimulate the value co-creation with internal employee through financial incentives or non-financial incentives. In this study, the full-time employees who work in different industries in Hsinchu were selected as research objects and distribute questionnaires by paper-based and online questionnaires. A total of 550 questionnaires were issued and the number of valid questionnaires was 513, with the effective questionnaire rate at 93.27%. This study is divided into two parts. First, we discuss whether there is a significant positive impact between the employee value co-creation at individual-level and transactional leadership at the organizational-level. Second, we examine the mediating effect in the financial incentives or non-financial incentives with employees between the organizational-level transactional leadership and individual-level employee value co-creation. The results of this study support the following hypotheses： Hypothesis 1： Transactional leadership have a positive impact on employee value co-creation. Hypothesis 2： Financial incentives have a mediating effects between the individual-level value co-creation and organizational-level transactional leadership. The results showed to support the hypotheses. Hypothesis 3： Non-financial incentives have a mediating effects between the individual-level value co-creation and organizational-level transactional leadership. The results showed to support the hypotheses. By the results in this study, the study contributes that transactional leadership has a positive influence on the individual employee value co-creation at individual-level. Collaboration with appropriate financial incentives or non- financial incentives can be motivated the employees to increase recognition and belonging to the organization. Except helping the accumulation of this field of knowledge, and also can be used as a reference for management practices.