建言行為意指員工主動地提出與工作相關的意見、想法或建議，以試圖改善組織或單位的運作。研究發現，建言行為能夠顯著提升組織的效率、改善決策的品質，甚至避免潛在危機的發生。因此，探究建言行為的前因變數已成為組織行為界中熱門的研究議題。本研究參考 Morrison (2011)提出的建言理論模式，探討員工於工作時的正、負向心情，與其促進性/預防性建言行為的關係。此外，更進一步探討員工所感受的環境知覺與領導風格，是否會干擾工作心情與建言行為的關係。

本研究以配對問卷的方式，收集自台灣 10 家上市科技公司，共 158 位研發人員作為研究樣本。階層迴歸分析的結果顯示：(1)員工的正向心情與促進性建言呈正向關係，負向心情則與促進性建言呈負向關係；(2)當員工感受的心理安全與轉換型領導皆高時，會強化其正向心情與促進性/預防性建言的正向關係；(3)當員工感受的威脅知覺與交易型領導皆高時，會強化其負向心情與促進性建言的負向關係。根據本研究結果所提出之具體管理意涵為：組織應盡力營造員工的正向心情並且降低負向心情，以促進更多的建言表現。此外，管理者應試著了解員工間的心情狀態與環境知覺，在不同情境中展現合適的領導風格。

Voice behavior refers to employees who express their opinions, ideas or suggestions in an attempt to help the organization or work unit. As previous studies show that voice behaviors can enhance organizational efficiency, decision quality, and even avoid potential crisis. Hence, the investigation of voice’s antecedent variables has become a popular research topic. The present study discussed whether positive / negative moods will influence promotive / prohibitive voice based on the voice
behavior model that Morrison (2011) proposed. Moreover, we further investigated whether the relations between moods and voice behaviors are moderated by the interaction of environmental perceptions and leadership styles in order to verify the different effects in various conditions.

The data were collected from 158 R&D employees as paired form in 10 listed technology companies. The results of hierarchical regression showed: (1) employees’ positive moods are positively, while negative moods are negatively related to promotive voice; (2) the positive relations of positive moods and promotive / prohibitive voice are enhanced when employees perceive both high psychological safety and transformational leadership; (3) the negative relation of negative moods and promotive voice is enhanced when employees perceive both high threat and transactional leadership. Practical implications illustrate that organizations should try to strengthen employees' positive moods as well as lower their negative moods in order for more voice behaviors. Furthermore, managers should learn to understand employees' moods states and environmental perception as to apply the appropriate leadership styles in different contexts.

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…………………………………………………………………………………..4
第一節、影響員工建言行為的動機、成本與效能………………………………………………..4
第二節、正、負向心情與促進性/預防性建言行為：建言動機的觀點………………………….6
第三節、員工正負向心情與建言行為的關係：知覺建言成本與效能扮演的角色...................9
第三章　研究方法………………………………………………………………………………….17
第一節、研究架構與假設………………………………………………………………..............17
第二節、研究對象………………………………………………………………………………….17
第三節、施測程序………………………………………………………………………………….19
第四節、研究工具………………………………………………………………………………….19
第五節、資料分析方法…………………………………………………………………………….23
第四章 研究結果…………………………………………………………………………………..24
第一節、測量模式分析………………………………………………………………..................24
第二節、敘述性統計與變數間分析……………………………………………………………….25
第三節、正、負向心情與建言行為之關係……………………………………………………….26
第四節、正向心情、心理安全與轉換型領導之三階交互作用對於建言行為的影響………….27
第五節、負向心情、威脅知覺與交易型領導之三階交互作用對於建言行為的影響………….30
第五章　討論與建議……………………………………………………………………………….34
第一節、研究主要發現與討論………………………………………………………………........34
第二節、管理實務意涵…………………………………………………………………………….37
第三節、研究限制與未來研究建議……………………………………………………………….39
參考文獻…………………………………………………………………………………………….41
附錄一 研發部門主管問卷……………………………………………………………….............51
附錄二 研發部門人員問卷…………………………………………………………………………55

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