論文摘要
論文名稱：領導者—部屬之交換關係與組織正義對員工行為之研究：以矯正機關之戒護人員為例
院校系所：國立中山大學人力資源管理研究所
研究生：張家菁
指導教授：溫金豐博士
自上個世紀開始，我國獄政管理已隨著人權、人本教育潮流，逐漸由懲罰報復的模式進入矯正教育的倡導，今年（99年）矯正司吳司長憲璋傳達其願景：「打造文化監獄，開啓希望之門，型塑監獄文化，再創矯正新猶」，積極培訓各階層管教人員，希以尊重與關懷來「經營人本監獄，愛從高牆出發」。而管理犯罪人之戒護管理人員，除監控的角色外，也期使兼容愛與尊重，扮演新世代的人性工程師，因為他們是最接近收容人的第一線。因此，戒護管理人員不僅要面臨特殊的工作環境，除被要求能符合社會期待外，更要擔任人性再教育之大責，所面臨的責任已數倍於昔，而其剛柔並存又敵對的角色，是值得探究之對象。
筆者擔任科員時期，有鑑於不同科員的領導方式，造就出不同的團隊及職場氛圍，相對其團隊績效也隨之不同。在戒護同仁責任日漸繁重的今日，科員若能保持與同仁一個良善的關係，不僅能使同仁善盡其職責，更能提高其組織公民行為，而矯正機關首重之囚情也相對會穩定，如此良善的循環關係，對以愛出發、經營人本監獄之願景，才能有實現的一天。
本研究以領導者-成員交換理論，分別探討對組織正義及同仁的工作行為之影響性，以12所矯正機關之戒護管理同仁為研究對象，抽取6所機關進行前測，期能提高問卷適用性，共發出正式問卷1281份，回收951份，有效問卷716份，有效回覆率為75%。
以統計軟體SPSS驗證所提出之假設，實證結果如下：矯正機關的科員與部屬之交換關係對組織正義有正面影響；對同仁的公民行為有正面影響；矯正機關的組織正義對同仁公民行為有部分影響；組織正義在科員與部屬之交換關係與同仁的公民行為僅有部分中介影響。本文最後依實證結果，提出管理意涵與建議，期能對實務單位有所助益。
關鍵詞彙：領導者-成員交換理論、組織正義、組織公民行為、工作尋找行為

ABSTRACT
Title: A Study of Impact of Leader-Member Exchange and Organizational Justice on Employee’s Behavior- A case study of officers of correction institution
Affiliation: Institute of Human Resource Management of National Sun Yat-sen University
Student: Chia Ching Chang
Advisor: Jin Feng Uen
Jail management in Taiwan has changed into correctional education from punishment-oriented system with the development of human rights and humanistic education since last century. This year (2010), Chairperson of Department of Correction, Xian-Zhange Wu, conveyed his vision of “building and shaping prison culture to open gate of new hope and set examples of correction work” having been active in cultivating correction officers of all levels in an attempt to “manage prison with a human face” on the basis of respect and care. Correction offices, in addition to monitoring, are expected show love and respect because they are in the front line of managing inmates. In such a unique working environment, they are expected to not only fulfill social expectation but re-educate the inmates. Their increased responsibility and hostile but caring role are worthy of investigation.
Different leadership styles give rise to various team and workplace climates which result in distinct team performances. With growing responsibility, maintaining positive relationship with colleagues encourages officers to carry out duties more faithfully and improves organizational citizenship behavior as well. Besides, inmates’ emotion, the priority of correction institution, will be relatively stable. This virtuous cycle, based on love and the vision of humanistic prison, will be realized.
This study investigated the impact of leader-member exchange theory on organizational justice and employees’ behavior. Subjects were drawn from 12 correction institutions. Pre-test was conducted in 6 institutions to examine the validity and reliability of the questionnaire. 1281 copies were delivered and 951 retrieved with valid 716 copies. The valid response rate was 75%.
We used SPSS to test proposed hypotheses. Results are as follow: leader-member exchange is positive to organizational justice and to citizenship behavior; organizational justice in correction institution has partial influence on citizenship behavior; organizational justice has only intervening effect on leader-member exchange and on citizenship behavior. Recommendations and management implication of the study hopefully will benefit the intended institution.
Keyword: Leader-member Exchange Theory, Organizational Justice, Organizational Citizenship Behavior, Job Search Behavior

目 錄
第一章 緒論---------------------------------------------------------------------------------1
第一節 研究背景--------------------------------------------------------------------1
第二節 研究動機--------------------------------------------------------------------5
第三節 研究目的--------------------------------------------------------------------7
第四節 研究範圍與流程-----------------------------------------------------------9
第二章 文獻探討--------------------------------------------------------------------------11
第一節 領導理論-------------------------------------------------------------------11
第二節 領導者成員交換理論----------------------------------------------------17
第三節 組織正義-------------------------------------------------------------------23
第四節 組織公民行為-------------------------------------------------------------37
第五節 工作尋找行為-------------------------------------------------------------53
第三章 研究方法--------------------------------------------------------------------------57
第一節 研究架構與研究假設 --------------------------------------------------57
第二節 研究變項的操作型定義------------------------------------------------61
第三節 研究對象與資料蒐集---------------------------------------------------70
第四節 資料分析方法------------------------------------------------------------74
第四章 研究結果-------------------------------------------------------------------------77
第一節 描述性統計及相關分析------------------------------------------------77
第二節 領導者與部屬之交換關係與組織正義之探討---------------------79
第三節 領導者與部屬之交換關係與工作行為之探討---------------------82
第四節 組織正義對工作行為之探討------------------------------------------86
第五節 組織正義之中介效果---------------------------------------------------90
第五章 結論與建議----------------------------------------------------------------------93
第一節 研究結論------------------------------------------------------------------93
第二節 管理意涵與建議---------------------------------------------------------96
第三節 研究限制及未來研究建議--------------------------------------------100
參考文獻---------------------------------------------------------------------------------102
附錄一 原始量表---------------------------------------------------------------------110
附錄二 問卷調查---------------------------------------------------------------------114

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