在這競爭激烈的時代中，該如何鼓勵員工提出有益組織的建言，已是經營管理的核心關鍵。為了解影響員工建言的動機，本研究試圖從Morrison (2011)的建言模式，探討員工建言動機對建言行為的影響：以員工的求成型焦點、情感性組織承諾與組織中的公民行為壓力作為干擾效果。
本研究樣本包括88間跨產業公司之在職員工為樣本，並透過時間隔離法，進行部屬及其主管等不同來源的配對問卷調查，共獲得415份有效配對樣本。經由階層迴歸分析結果發現: (1)印象管理動機與挑戰性建言呈負相關；當求成型焦點高時會減弱其負相關；當公民行為壓力高時呈負相關；(2)利社會動機與支持性建言呈正相關；當高情感性組織承諾或公民行為壓力高時則加強其正相關；(3)最後，借鑒Grant & Mayer (2009)的研究額外發現，印象管理/利社會動機會產生交互作用進而干擾建言行為。根據本研究結果，提出管理意涵如下：(1)講求創新變革的組織，應鼓勵自利動機與求成型焦點者，挑戰並提出改善見解；(2)追求穩健發展的組織，應重視利社會動機與情感性組織承諾者，支持組織政策的想法。

Encouraging employees to provide advices on organization management is the key to making high-quality decisions and improving organizational effectiveness in today's turbulent and competitive business environment. The study applies the model of employee voice proposed by Morrison (2011) to examine the relationships between employees' prosocial and impression management motives and voice behaviors and the moderating effects of promotion focus, affective organizational commitment, and citizenship pressure.
In order to verify the proposed moderation model, the samples were collected from 415 supervisor-employee pairs at two different time points from different industries and positions. The results of the hierarchical regression analyses shows: (1) Employees' impression-management motive is negatively related to challenging voice. In addition, promotion focus attenuates the negatively relationships between impression-management motive and challenging voice, whereas citizenship pressure strengthens the negatively relationships between impression-management motive and challenging voice. (2) Employees’ prosocial motive positively predicts supportive voice. In addition, affective organizational commitment and citizenship pressure strengthen the positively relationships between prosocial motives and supportive voice. (3)The interactions between impression-management and prosocial motives positively predicted behavior. According to the results, the implications for practice are proposed as follows: (1) organizations that emphasize the need for change and innovation should encourage self-serving and promotion focusing on employees to express more challenging forms of voice; (2) organizations pursuing suitable development should value people with prosocial motives and affective organizational commitment to support suggestions of organizational policies.

論文審定書 i
誌謝 ii
中文摘要 iii
英文摘要 iv
第一章 緒論 1
第二章 文獻探討 5
第一節　員工建言的動機與行為的關係 5
第二節　員工建言成本/效能與建言行為的關係： 個人面與情境面所扮演的角色 9
第三章 研究方法 15
第一節 研究架構 15
第二節 研究樣本與問卷發放程序 16
第三節 研究工具 17
第四節 資料分析方式 20
第四章 研究結果 21
第一節 各變數間之敘述統計與相關係數 21
第二節 驗證性因素分析 22
第三節 區別效度檢驗 22
第四節 假設檢定 23
第五節 動機交互作用間的額外分析 28
第五章 討論與建議 30
第一節 研究討論與發現 30
第二節 管理意涵 32
第三節 研究限制與未來研究建議 34
參考文獻 36
附錄一 主管問卷 42
附錄二 部屬問卷 45

中文文獻
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段錦雲、張倩 (2012)。建言行为的認知影響因素，理論基礎及發生機制。心理科學進展，20(1)，115-126。
紀乃文、石蕙菱、郭智涵 (2015)。建言或諫言？探討員工正、負向心情與建言行為的關係：轉換型與交易型領導的干擾效果。管理學報，32(1)，43-68。
紀乃文、高女媖 (2015)。員工每日的負向心情能促進其預防性建言嗎？探討員工年資、領導部屬交換關係、以及建言動機的中介式干擾效果。2015 AAOM & TAOM Joint Conference。香港：香港中文大學。
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