如何引發員工的自發主動行為,以增進組織的整體績效,是目前組織行為重要的議題。本研究以國軍的基層管理者為母體(樣本數=362),測試了一個主動行為的模型。這個主動行為的架構設定為:主動行為的前因(知覺主管支持、角色取向)、路徑(主動行為)及結果(績效評估),及「負向情感」擔任調節變項,來說明它們彼此間可能存在的關係。本研究採量化研究分析,利用結構方程式模型(Structural Equation Modeling; SEM)進行主動行為整體模式的驗證。研究結果說明,知覺主管支持須透過「角色延展自我效能」而不是「彈性角色取向」正向影響員工產生主動行為與較高的績效。亦即在「知覺主管支持」為前提下,員工願意幫助他人的目的是為了發展自己,而不是為了達到職業的使命,所以才展現出積極主動的行為,並獲得較高的績效評估。此外,本研究亦證明了員工的負向情感特質,無法影響到員工主動行為與績效評估之間整體模式的關係。
One of the most critical issues of Organizational Behavior is ”How to trigger the proactive behavior of employee to enhance the overall performance of organization”. In this study, we tested a model of proactive behavior using junior leaders of the R.O.C. army (sample size=362). This model is described as follow: Antecedents affect proactive behavior via perceived supervisor support and role orientations; and outcome is performance evaluation. Negative affect is used as moderation between proactive behavior and performance to show possible existence of causal relationships. We adopt quantitative analysis approach and using Structure Equation Modeling (SEM) as analytical tool to validate proposed model. Results shows that perceived supervisor support was significantly associated with proactive behavior and produce higher performance via role breath self-efficacy rather than flexible role orientation. That is, under perceived supervisor support, employees demonstrate proactive behavior and reach out to help is for themselves to get higher evaluation appraisal rather than to achieve the mission of the career. Results also showed negative affect of employee would not affect the relationship between proactive behavior and performance evaluation of the overall model.