組織成員對垂直與水平連坐事件的正義知覺－探討角色與集體責任的干擾效果

Member's Justice Consciousness in Vertical and Horizontal Collateral Punishment-Probe into the Role of Collective Responsibility in Interference Results

江紹文(Shao-Wen Chiang)

指導教授 ： 羅新興

共同指導教授 ： 李弘暉(Hung-Hui Li)

元智大學/管理學院/管理研究所/碩士(2007年)

https://doi.org/10.6838/YZU.2007.00037

摘要

組織成員的紀律管理方式，經常是胡蘿蔔與棍子的搭配運用。管理者透過適時的獎勵與懲罰運作，使組織成員在組織中學習到哪些行為可以做，而哪些行為則是不被允許的，進而型塑組織成員的行為模式。然而，相同的管理方式，因文化的差異而產生不同效果，在集體主義文化較高的東方華人社會中，個人的地位時常是被社會網絡中，他人對自身的期許來定義「自我」；相對地，在個人主義較高的西方文化社會中，個人權利則往往置於優先考量。因此，東方文化社會的個人常被預期特定的改變以適應社會；而西方文化社會則傾向改變社會結構來配合個體。
管理者為了加強組織的團隊精神與紀律維持，除了對不當行為當事人施以處罰外，其他關係人亦給予各種不同程度之處罰責任，而達相互監督的管理效果。而連坐處罰的基本假設是：對組織行使不當行為的當事人，其具有社會裙帶關係的親友甚至鄰居等均屬於「有相同認知的社會結構成員」，這些人的態度與意圖因與行為當事人相似，因此管理者為避免不當行為的再次發生，而將這些關係人視為具有共同責任者，而予以一併處罰。以確保彼此間能盡到行為監督的責任義務，若有違反組織規範的不當行為發生，管理者便會採取連坐處罰方式，以對其他旁觀者有「殺一儆百」的威嚇作用。
本研究對垂直連坐與水平連坐提出概念性定義，探討國軍部隊中不同層級的組織成員，對連坐事件的正義知覺及決策者信任度之關係，並探討連坐事件角色與集體責任，分別對連坐事件類型與事件正義知覺與決策者信任度的關連性之干擾效果。並透過增強理論、組織正義知覺理論及集體責任文化特性等概念，建構一個連坐事件關係模型。

關鍵字

連坐處罰 ； 正義知覺 ； 集體責任 ； 決策者信任度

並列摘要

The member's discipline management style is often that carrot and stick are used alternatively. Administrators through proper reward and punishment operations make members get to know which behaviors are not allowed, and vice versa. Then, type moulds of the member's behavior. However, the same management style produces different results because of different cultures. In collectivism culture among the higher eastern Chinese society, personal status in the social network is often defined as “ ego” because of other people’s anticipation. Comparatively, individualism among the higher western society often puts on having prior consideration. Hence, individual in the eastern cultural society is often expected to the specific change in order to adapt to the society; the western cultural society inclines to change the social structure to cooperate with individuals.
The administrator punishes interested parties for their improper act to strengthen the team spirit and disciplinary maintenance of an organization, also gives other relevant parties various kinds of punishment responsibility in various degree to reach mutual supervising management result. The basic assumption about collateral punishment is: the party of the improper act to the organization, their relatives and friends even neighbors with social networking through petticoat influence ,etc. belongs to ' have the same and cognitive social structural members ' because these people's attitude and intention are similar to litigant. The administrator regards these privies as having common responsibility in order to avoid the recurring of improper act, and gives punishment in the lump to ensure that they can supervise behaviors among them. The administrator also will take collateral punishment as the intimidation function which other onlookers have ' execute one as a warning to hundred ' if the improper act which violates the organization norm happens.
This research advances different conceptual definitions of vertical and horizontal collateral punishment, and probes into different levels of members whose relation between justice consciousnesses of the collateral punishment and policymaker's trust in army. Also, explores the role of collateral punishment and collective responsibility to the connection of interference results between the type and incident of collateral punishment, justice consciousness and policymaker's trust separately. Constructing a relevant module of collateral punishment through reinforcement theory, organizational justice consciousness theory and cultural characteristics of collective responsibility.

並列關鍵字

collateral punishment ； justice consciousness ； collective responsibility

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