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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 5831 次,被下載 262
The thesis/dissertation has been browsed 5831 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
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