員工涉入－組織權威價值與員工效能之研究

The Study of Employee Involvement-Organizational Authority Value and Employee Effectiveness

楊依晉(I-CHIN YANG)

指導教授 ： 郭建志

中原大學/理學院/心理學研究所/碩士(2003年)

https://doi.org/10.6840/cycu200300754

摘要

本文主要目的在瞭解員工涉入（employee involvement）在華人企業組織中的實行成效，針對員工涉入之五大向度：結構、形式、議題、涉入程度與基本理由，探討華人之權威組織文化是否會對員工涉入造成影響。本文以期望理論（expectancy theory）為基礎，將員工涉入分為知覺與期望兩部分，除了探討權威文化是否會影響員工涉入的知覺外，並探究員工涉入差異是否在權威價值與員工效能間扮演著中介變項的角色。本研究以北區五家民營企業為樣本，兩家外資企業及三家本土企業，共計490名受試者。測以自編之權威價值量表、員工涉入量表、及員工效能量表。結果顯示：員工涉入各向度上的差異對於工作滿意度、主管滿意度、參與滿意度、會議出席率、認同承諾、留職承諾及義務承諾等員工效能變項皆有顯著之負向預測效果；也就是說涉入之知覺與期望間的差異越大，員工之工作效能與工作態度越低。此外，權威型的組織文化對員工涉入差異有顯著的正向預測效果，意即當組織之權威價值越高，員工涉入差異會隨之升高，若進一步探究權威價值對員工涉入的影響，結果發現權威價值會影響員工涉入的知覺。而探究權威價值對員工效能的影響，結果發現員工涉入差異具有中介效果。最後，依據本研究結果討論權威價值及員工涉入在管理實務上的意涵。

關鍵字

工作動機 ； 員工涉入 ； 權威價值 ； 員工效能

並列摘要

This research investigates the effectiveness of employee involvement to the Chinese enterprises in Taiwan. We focus on five dimensions: the structure, form, issue, degree, and rationale of involvement to study if the Chinese authoritative and hierarchical organizational culture influences the employee involvement. This research bases on the expectancy theory to divide employee involvement into two parts: perception and expectation. We not only discuss if the authoritative culture will influence the perception of employee involvement, but also investigate if the difference of employee involvement be a mediator between authoritative value and employee effectiveness.

This data was collected from 490 subjects, sampled from 5 private companies: two foreign-funded and three domestic in northern Taiwan. The questionnaires were designed to collect data based on three scales: authoritative value, employee involvement, and employee effectiveness. The results reveal that the difference of employee involvement has negative impact on the satisfaction of job, the satisfaction of management, the satisfaction of involvement, the attendance of meeting, the commitment of identification, the commitment of job security, and the commitment of responsibility. In other words, the larger the difference between perception and expectation of employee involvement, the lower the employee effectiveness and motivation. On the other hand, the organization with authoritative culture has positive impact to the difference of employee involvement: if the organizational power is more authoritative, the larger the difference of employee involvement will be. If we investigate the impact to employee involvement by authoritative value further, we find the authoritative value influence the perception of employee involvement. However, if we study the impact to employee effectiveness by authoritative value, we find the difference of employee involvement mediates the employee effectiveness. Finally, we discuss how the result of this research on authoritative value and employee involvement can be applied to employment management.

並列關鍵字

employee involvement ； work motivation ； authoritative value ； and employee effectiveness.

參考文獻

姜定宇（1990）。效忠主管、組織承諾及員工效能：五種模式的驗證。台灣大學心理學研究所碩士論文。

楊國樞、鄭伯壎（1987）。傳統價值觀、個人現代性及組織行為：後儒家假說的一項微觀驗證。「中央研究院民族研究所集刊」，第64期，頁1-49。

黃光國（1999）。華人的企業文化與生產力。「應用心理學研究」，第一期，頁163-185。

樊景立、鄭伯壎（2000）。華人組織的家長式領導：一項文化觀點的分析。「本土心理學研究」，第13期，頁127-180。

Abdel-Halim, A. A. （1983a）. Effects of task and personality characteristics on subordinate responses to participative decision making. Academy of Management Journal, 26（3）, 477-484.