在華人文化中,社會取向、關係主義為相當重要的人際互動法則,其突顯了華人對於人際關係的敏感與重視,及背後可能衍生的人際困擾或壓力感受。然而,西方的組織行為研究中,將人際壓力源化約為人際衝突來探討,相較之下,華人情境中強調的人際和諧觀,其壓力的引發應來自於為了避免衝突的發生,而導致的自我內在和諧失衡狀態。以下本研究進行了三個實徵研究來對華人組織中的人際壓力源做探討:(1)以關鍵事例法蒐集組織中人際壓力事例,並將其歸納,建構出屬於華人的內在和諧失衡之人際壓力源:「隱忍壓抑」、「關係困境」、及「被人際冒犯困境」,並將之編製為量表題項。(2)以社會取向、工作滿意及情感性組織承諾來檢驗人際壓力源之內容效度:社會取向中,他人取向及關係取向對於人際衝突呈最強負相關;工作滿意與關係困境呈最強負相關;情感性組織承諾與被人際冒犯困境呈最強負相關。(3)將修正後之量表,再次施測以進行實徵效度分析,量表之確認性因素分析呈現良好的整體模式適配度,且迴歸分析顯示,專權對人領導對於人際衝突及內在和諧失衡之人際壓力源皆有正向影響;仁慈領導中的生活關懷對於隱忍壓抑、關係困境、及被人際冒犯困境皆有正向影響,工作支持對於隱忍壓抑、關係困境、及被人際冒犯則有負向影響。另外,在控制了人口變項、工作壓力及人際衝突的影響之後,三個內在和諧失衡之人際壓力源皆對情緒勞動、情緒耗竭有額外的解釋力。最後,說明本研究的貢獻與限制、未來研究方向、及實務上的意涵。
In Chinese context, social orientation and relationalism are main rules in social interaction, which emphasize harmonism in relationships. It shows that interpersonal stressors in Chinese context are induced from maintaining harmony or avoiding conflict in relations. However, in Western culture, interpersonal conflict is one of the prevalent and consequential stressors in the workplace. These two distinct cultural values represent different foci in interpersonal stressors. Therefore, in our research, we carried out three empirical studies to explore the constructs of interpersonal stressors in Chinese organizations. Here are the findings: (1) Three inner-unbalanced interpersonal stressors are “tolerance and suppression(隱忍壓抑)”, “quanxi-dilemma(關係困境)”, and “offended-dilemma(被人際冒犯困境)”. (2) In testing content validity, other- and relation-orientation are more strongly associated with interpersonal conflict than inner-unbalanced interpersonal stressors; job satisfaction is strongly associated with quanxi-dilemma; affective organizational commitment is strongly associated with offended-dilemma. (3) For the nomological network of interpersonal stressors, authoritarian leadership and benevolent leadership are key factors for interpersonal strain; emotional labor and emotional exhaustion are predicted significantly by the inner-unbalanced interpersonal stressors after controlling job stressor and interpersonal conflict. Finally, the study’s limitations are discussed and possible directions for future study indicated. In addition, some practical recommendations are mentioned for business and human resources management.