Responsive image
博碩士論文 etd-0627115-234434 詳細資訊
Title page for etd-0627115-234434
論文名稱
Title
高績效工作系統、情感性承諾與建言之關係研究:以知覺組織支持為調節變數
The Relationship Between High Performance Work System and Voice
系所名稱
Department
畢業學年期
Year, semester
語文別
Language
學位類別
Degree
頁數
Number of pages
52
研究生
Author
指導教授
Advisor
召集委員
Convenor
口試委員
Advisory Committee
口試日期
Date of Exam
2015-07-20
繳交日期
Date of Submission
2015-08-03
關鍵字
Keywords
情感性承諾、高績效工作系統、建言、知覺組織支持、策略性人力資源系統
high performance work system, perceived organizational support, strategic human resource system, voice, affective commitment
統計
Statistics
本論文已被瀏覽 5775 次,被下載 262
The thesis/dissertation has been browsed 5775 times, has been downloaded 262 times.
中文摘要
員工建言有益於組織之創新進步以及績效提升,並且協助組織盡早發現潛在問題。基於有利於組織的觀點,可將建言分類成兩種類型:員工主動提供方案與改善建議的「促進性建言」(Promotive Voice);以及主動提出有害於組織的事件、期望改善組織現狀的「預防性建言」(Prohibitive Voice)。本研究旨在探討當組織實施高績效工作系統(HPWS),能使員工在雇用關係中感受到被正面對待,進而產生高度的情感性承諾,此情感性承諾會促使員工願意展現角色外之建言,因此「情感性承諾」扮演著高績效工作系統與建言兩者關係之中介角色;另外,縱使員工具備情感性承諾,員工展現建言之後是否會獲得重視、獎勵,以及員工提出建言所面臨的風險感受、組織支持感受,會影響員工展現建言之意願強弱,因此本研究推論「知覺組織支持」扮演著情感性承諾與建言兩者關係之調節角色。本研究藉由問卷調查法蒐集了208筆來自不同產業之有效樣本,結果發現:一、高績效工作系統與兩種類型之建言具有正向關係;二、情感性承諾僅在高績效工作系統與促進性建言之關係中扮演中介角色;三、知覺組織支持僅在情感性承諾與促進性建言之關係中扮演調節角色。最後,針對結果進行討論,提出研究發現、研究限制以及理論面、實務面之貢獻。
Abstract
Employee’s voice is viewed as the crucial factor for advancement and performance of organization. It also enables organization to discover harmful issues at an early date. Based on the beneficial point of view, we could categorize into two types of voice: “Promotive Voice” which employee proactively provide proposal or suggestion; “Prohibitive Voice” which employee proactively provide concerns or damaging issues and expect the organization could avoid from these worries. This study discuss that while organization implement High Performance Work System (HPWS), it can bring a positive affection toward employees, which in turn arouse high affective commitment. The high affective commitment will lead to employee’s willingness to perform voice. Therefore, this study expects that Affective Commitment act as a mediator in the relationship between HPWS and Voice. On the other hand, the level of employee’s willingness to perform voice is based on the organization’s feedback and the sense of risk after performing voice. As a result, this study expects that Perceived Organizational Support act as a moderator in the relationship between Affective Commitment and Voice. By questionnaire survey, a sample of 208 employees were collected from different organization and industry. The results showed that: (1) There’s a positive relationship between HPWS and Voice; (2) Affective commitment act as a mediator only in the relationship between HPWS and promotive voice; (3) Perceived organizational support act as a moderator only in the relationship between affective commitment and promotive voice. Finally, findings, limitations, contributions and future issues are discussed.
目次 Table of Contents
目錄
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 4
第二章 文獻探討 5
第一節 高績效工作系統 5
第一項 高績效工作系統之定義 5
第二項 高績效工作系統組成因子 7
第二節 建言 9
第一項 建言定義 9
第二項 建言類型 9
第三節 情感性承諾 11
第一項 組織承諾構面 11
第二項 情感性承諾 12
第四節 高績效工作系統與建言之關係 13
第五節 情感性承諾作為高績效工作系統與建言的中介 14
第一項 高績效工作系統與情感性承諾之關係 14
第二項 情感性承諾與建言之關係 15
第三項 情感性承諾扮演中介角色 16
第六節 知覺組織支持作為情感性承諾與建言之調節 17
第三章 研究方法 19
第一節 研究架構 19
第二節 研究對象 19
第三節 研究變項與問卷採用 22
第一項 高績效工作系統 22
第二項 情感性承諾 22
第三項 建言 23
第四項 知覺組織支持 23
第四節 資料分析方法 23
第四章 研究結果 24
第一節 變項相關係數分析 24
第二節 共同方法變異分析 24
第三節 高績效工作系統與建言之主效果,以及情感性承諾之中介效果 27
第一項 高績效工作系統與建言之關係 27
第二項 高績效工作系統與情感性承諾之關係 27
第三項 情感性承諾與促進性建言、預防性建言之關係 28
第四項 情感性承諾之中介效果 28
第四節 知覺組織支持之調節效果 30
第五節 小結 32
第五章 討論與建議 33
第一節 研究發現與討論 33
第二節 對高績效工作系統的理論貢獻 34
第三節 對建言的理論貢獻 35
第四節 管理意涵 36
第五節 研究限制 36
第六節 未來研究建議 37
參考文獻 39
附錄 43

表目錄
表2-1 過往學者之高績效工作系統組成因子 8
表2-2 建言類型與概念 10
表3-1 研究樣本組成 21
表3-2 研究樣本之行業別組成 21
表4-1 研究變項之平均數、標準差與相關分析 26
表4-2 哈門氏單因子檢定 27
表4-3 階層迴歸分析─以情感性承諾為中介變數 29
表4-4 階層迴歸分析─以知覺組織支持為調節變數 31
表4-5 研究假設之結果 32

圖目錄
圖3-1 研究架構 19
圖4-1 知覺組織支持對情感性承諾與促進性建言關係之調節效果 30
參考文獻 References
卓正欽、魏秀玲、郭宏偉(2015)。知覺組織支持與組織公民行為之關係:以情感型組織承諾為中介變數。管理資訊計算,1,28-41。
周麗芳、任金剛、林守紀(2013)。轉型領導與建言行為:文化價值觀的關鍵角色。組織與管理,2,115-159。
洪贊凱、曾鈺雯(2012)。從印象管理觀點探討組織個體政治技巧與建言行為之關係。Journal of Human Resource Management Vol,12(2),1-23。
黃同圳(2000)。人力資源管理的12堂課,36-40。
彭台光、高月慈、林鉦棽(2006)。管理研究中的共同方法變異:問題本質、影響、測試和補救。管理學報,23,77-98。
韓志翔、江旭新、楊敦程(2009)。高承諾人力資源管理,知覺組織支持,信任與知識分享之關係探討:跨層次的分析。管理評論,28。
Allen, N. J., & Meyer, J. P. (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of occupational psychology, 63(1), 1-18.
Appelbaum, E. (2000). Manufacturing advantage: Why high-performance work systems pay off. Cornell University Press, 2000.
Bolon, D. S. (1997). Organizational citizenship behavior among hospital employees: a multidimensional analysis involving job satisfaction and organizational commitment. Hospital & Health Services Administration, 42(2), 221-241.
Buchanan, B. (1974). Building organizational commitment: The socialization of managers in work organizations. Administrative science quarterly, 533-546.
Buller, P. F., & McEvoy, G. M. (2012). Strategy, human resource management and performance: Sharpening line of sight. Human Resource Management Review, 22(1), 43-56.
Cappelli, P., & Neumark, D. (2001). Do “high-performance” work practices improve establishment-level outcomes? Industrial & Labor Relations Review, 54(4), 737-775.
Delery, J. E. (1998). Issues of fit in strategic human resource management: Implications for research. Human resource management review, 8(3), 289-309.
Detert, J. R., & Burris, E. R. (2007). Leadership behavior and employee voice: Is the door really open?. Academy of Management Journal, 50(4), 869-884.
Detert, J. R., Burris, E. R., Harrison, D. A., & Martin, S. R. (2013). Voice flows to and around leaders understanding when units are helped or hurt by employee voice. Administrative Science Quarterly, 325-629.
Dyne, L. V., Ang, S., & Botero, I. C. (2003). Conceptualizing Employee Silence and Employee Voice as Multidimensional Constructs. Journal of Management Studies, 40(6), 1359-1392.
Eisenberger, R., Armeli, S., Rexwinkel, B., Lynch, P. D., & Rhoades, L. (2001). Reciprocation of perceived organizational support. Journal of applied psychology, 86(1), 42.
Eisenberger, R., Huntington, R., Hutchison, S. & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology. 71(3).
Evans, W. R., & Davis, W. D. (2005). High-performance work systems and organizational performance: The mediating role of internal social structure. Journal of Management, 31(5), 759-761.
Gong, Y. P., & Chang, S. (2008). How do high performance work systems (HPWS) affect collective organizational citizenship behavior (OCB)? A collective social exchange perspective. In Academy of Management Proceedings, 1-7.
Grant, A. M., Dutton, J. E., & Rosso, B. D. (2008). Giving commitment: Employee support programs and the prosocial sensemaking process. Academy of Management Journal, 51(5), 898-918.
Hagedoorn, M., Van Yperen, N. W., Van de Vliert, E., & Buunk, B. P. (1999). Employees' reactions to problematic events: A circumplex structure of five categories of responses, and the role of job satisfaction. Journal of Organizational Behavior, 20(3), 309-321.
Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of management journal, 38(3).
Jensen, J. M., Patel, P. C., & Messersmith, J. G. (2013). High-Performance Work Systems and Job Control Consequences for Anxiety, Role Overload, and Turnover Intentions. Journal of Management, 39(6), 1699-1724.
Jiang, K., Takeuchi, R., Lepak, D. P. (2013). Where do We Go From Here? New Perspectives on the Black Box in Strategic Human Resource Management Research. Journal of Management Studies, 32(6), 1448-1455.
Lawler III, E. E. (1986). High-Involvement Management. Participative Strategies for Improving Organizational Performance. Jossey-Bass Inc., Publishers, 350 Sansome Street, San Francisco, CA 94104.
Lawler, J. J., Chang, P. C., Hong, W., Chen, S. J., Wu, P. C., & Bae, J. (2013). Going abroad: HR policies, national IR systems, and union activity in foreign subsidiaries of US multinationals. Industrial & Labor Relations Review.
Lepak, D. P., Jiang, K., Han, K., Hong, Y., Kim, A., & Winkler, A. L. (2012). Clarifying the construct of human resource systems: Relating human resource management to employee performance. Human Resource Management Review, 22(2), 73-85.
LePine, J. A., & Van Dyne, L. (1998). Predicting voice behavior in work groups. Journal of Applied Psychology, 83(6).
Liang, J., Farh, C. I., & Farh, J. L. (2012). Psychological antecedents of promotive and prohibitive voice: A two-wave examination. Academy of Management Journal, 55(1), 71-88.
Liao, H., Toya, K., Lepak, D. P., & Hong, Y. (2009). Do they see eye to eye? Management and employee perspectives of high-performance work systems and influence processes on service quality. Journal of Applied Psychology, 94(2).
Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human resource management review, 1(1), 61-89.
Meyer, J. P., & Smith, C. A. (2000). HRM practices and organizational commitment: Test of a mediation model. Canadian Journal of Administrative Sciences, 17(4), 319-331
Meyer, J. P., Stanley, D. J., Herscovitch, L., & Topolnytsky, L. (2002). Affective, continuance, and normative commitment to the organization: A meta-analysis of antecedents, correlates, and consequences. Journal of vocational behavior, 61(1), 20-52.
Morrison, E. W. (1994). Role definitions and organizational citizenship behavior: The importance of the employee's perspective. Academy of management journal, 37(6), 1543-1567.
Morrison, E. W. (2011). Employee voice behavior: Integration and directions for future research. The Academy of Management Annals, 374-382.
Mowday, R. T., Porter, L. W., & Steers, R. M. (2013). Employee—organization linkages: The psychology of commitment, absenteeism, and turnover. Academic Press.
Mutlucan, N. C. (2012). Employee support programs and building affective commitment. The Business Review, 20(1), 228-235.
Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington Books/DC Heath and Com.
Organ, D. W. (1990). The motivational basis of organizational citizenship behavior. Research in organizational behavior, 12(1), 43-72.
Pfeffer, J. (1998). Seven practices of successful organizations. Org Dev & Trng, 6E (Iae), 460.
Posthuma, R. A., Campion, M. C., Masimova, M., & Campion, M. A. (2013). A high performance work practices taxonomy integrating the literature and directing future research. Journal of Management, 1184-1207.
Schneider, B., & Reichers, A. E. (1983). On the etiology of climates. Personnel psychology, 36(1), 19-39.
Seibert, S. E., Kraimer, M. L., & Crant, J. M. (2001). What do proactive people do? A longitudinal model linking proactive personality and career success. Personnel psychology, 54(4), 845-874.
Sun, L. Y., Aryee, S., & Law, K. S. (2007). High-performance human resource practices, citizenship behavior, and organizational performance: A relational perspective. Academy of Management Journal, 50(3), 558-560
Takeuchi, R., Chen, Z., & Cheung, S. Y. (2012). Applying uncertainty management theory to employee voice behavior: An integrative investigation. Personnel Psychology, 65(2), 283-297.
Thomas, W. H., & Daniel, C. F. (2012). Employee voice behavior: A meta‐analytic test of the conservation of resources framework. Journal of Organizational Behavior, 33(2), 216-223.
Turnley, W. H., & Feldman, D. C. (1999). The impact of psychological contract violations on exit, voice, loyalty, and neglect. Human relations, 52(7), 895-922.
Wayne, S. J., Shore, L. M., & Liden, R. C. (1997). Perceived organizational support and leader-member exchange: A social exchange perspective. Academy of Management journal, 40(1), 82-111.
Whitener, E. M. (2001). Do “high commitment” human resource practices affect employee commitment? A cross-level analysis using hierarchical linear modeling. Journal of management, 27(5), 515-535.
Withey, M. J., & Cooper, W. H. (1989). Predicting exit, voice, loyalty, and neglect. Administrative Science Quarterly, 521-539.
Wright, P. M., & Boswell, W. R. (2002). Desegregating HRM: A review and synthesis of micro and macro human resource management research. Journal of management, 28(3), 4-26.
Wu, C. C., & Liu, N. T. (2014). Perceived Organizational Support, Organizational Commitment and Service-Oriented Organizational Citizenship Behaviors. International Journal of Business and Information.
電子全文 Fulltext
本電子全文僅授權使用者為學術研究之目的,進行個人非營利性質之檢索、閱讀、列印。請遵守中華民國著作權法之相關規定,切勿任意重製、散佈、改作、轉貼、播送,以免觸法。
論文使用權限 Thesis access permission:自定論文開放時間 user define
開放時間 Available:
校內 Campus: 已公開 available
校外 Off-campus: 已公開 available


紙本論文 Printed copies
紙本論文的公開資訊在102學年度以後相對較為完整。如果需要查詢101學年度以前的紙本論文公開資訊,請聯繫圖資處紙本論文服務櫃台。如有不便之處敬請見諒。
開放時間 available 已公開 available

QR Code