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博碩士論文 etd-0627114-220221 詳細資訊
Title page for etd-0627114-220221
論文名稱
Title
使命導向組織的利社會動機與工作績效之中介機制探討
The Mediating Mechanisms between Prosocial Motivation and Job Performance in Mission-driven Organizations
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
64
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
2014-06-25
繳交日期
Date of Submission
2014-07-28
關鍵字
Keywords
使命導向組織、工作績效、工作投入、使命感、利社會動機
prosocial motivation, calling, mission-driven organization, job involvement, job performance
統計
Statistics
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The thesis/dissertation has been browsed 5793 times, has been downloaded 116 times.
中文摘要
近年來,大眾對於人類福祉與社會責任的關注不斷提升,因而讓使命導向組織的相關議題逐漸引發討論。過去研究已證實在使命導向組織中,成員的利社會動機能為其工作績效帶來正向的影響,然而其中的中介機制仍未受到充分探究。本研究認為,具有利社會動機之個人能在使命導向組織中實現其造福社會的理想,因而感知到較高的使命感,並進一步透過對工作的認同,產生較高的工作投入,最後達成高工作績效。故本研究以組織成員使命感與工作投入為中介變項,探討利社會動機與工作績效之間的中介歷程。本研究蒐集來自37個不同組織、共420位組織成員的資料,並以多因子序列式中介模型進行假設驗證。
研究結果顯示,利社會動機會分別透過使命感與工作投入正向影響工作績效;除此之外,利社會動機會經由使命感提升工作投入,進而反映在其輔助性績效上。本研究根據結果提出管理意涵如下:1. 藉由甄選工具來確保組織成員具有高利社會動機與使命感與 2. 加強組織成員的使命感與工作投入,以達成高工作績效。
Abstract
Nowadays, mission-driven organizations are becoming more and more popular as increasing concerns about human welfare and social responsibility. Previous studies have suggested that individuals with prosocial motivation have better job performance in mission-driven organizations. However, the mediating mechanisms remain uncertain. This study proposes that prosocially motivated individuals can experience higher levels of sense of calling by making prosocial difference to reach self-achievement through mission-driven organizations. Furthermore they will achieve higher degrees of job involvement by identifying with their work, and eventually make better job performance. Hence, this study proposes individual’s sense of calling and job involvement as the mediators. The data was collected from 37 different organizations and 420 subjects, and tested by serial multiple mediation analysis.
The results show that prosocial motivation is positively related to job performance through calling or job involvement. Besides, prosocial motivation would partially influence an individual’s job involvement and subsequent contextual performance through sense of calling.
目次 Table of Contents
CHAPTER 1 INTRODUCTION 1
CHAPTER 2 LITERATURE REVIEW 1
2.1 Job Performance 4
2.2 Prosocial Motivation 7
2.3 Calling 10
2.4 Job Involvement 14
CHAPTER 3 METHOD 20
3.1 Research Framework 20
3.2 Hypotheses 21
3.3 Sample & Procedure 21
3.4 Variable Definition & Measurements 23
3.4.1 Prosocial Motivation 23
3.4.2 Calling 24
3.4.3 Job Involvement 24
3.4.4 Job Performance 24
3.4.5 Control Variables 25
3.5 Data Analysis 26
3.6 Sample Description 28
CHAPTER 4 RESULTS 29
4.1 Descriptive Statistics 29
4.2 Confirmatory Factor Analysis 31
4.3 Results of Serial Multiple Mediation Analysis 32
4.4 Results of Hypotheses 35
CHAPTER 5 DISCUSSION 36
5.1 Discussion 37
5.2 Theoretical Contributions 38
5.3 Practical Implications 39
5.4 Limitations and Future Research 40
References 42
Appendix I 52
Appendix II 55
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