扮演著組織?婸熅禸丹滫漸D管，擔負承上啟下的重要使命，應如何善用向下的政治行為技巧，影響部屬的工作態度，以提升主管個人的工作績效及團隊工作績效，進而促進組織效能，實有深入研究的必要性。因此本研究將藉由集群分析探討台灣企業主管之向下政治行為類型，與主管個人變項之關連性，及對工作績效之影響，經實證分析，本研究綜合發現如下：
一、 採用探K-means集群分析法，得到三個群體分別代表不同的台灣企業主管向下政治行為類型，分別為命名為
（一） 「控制防礙型」
（二） 「聯盟互惠型」
（三） 「威權施壓型」
二、主管個人變項與向下政治行為類型的關係
（一） 主管向下政治行為類型與「性別」、「年齡」、「婚姻狀況」無關。
（二） 主管向下政治行為類型與「教育程度」、「任職機構工作年資」、「工作職級」相關。
三、台灣企業主管向下政治行為類型與工作績效間之關係
（一） 「聯盟互惠型」之脈絡績效大於「控制防礙型」，「威權施壓型」與脈絡績效無顯著差異。
（二） 「威權施壓型」之任務績效大於「控制防礙型」，「聯盟互惠型」與任務績效無顯著
差異。
（三） 「聯盟互惠型」之工作績效大於「控制防礙型」。而「威權施壓型」之工作績效大於
「控制防礙型」。

This search was conducted to focus on the relationship between the type of Taiwanese managers’ politics of downward influence and job performance, with responsible individual correlation, and to influence job performance. The search method this study used was group segmentations. After empirical analysis, we found out:
1. By using K-means “Cluster analysis”, we got three different types of Taiwanese manager’s politics of downward influence. We named them by their downward influence politics and strategies as follows:
1-1 Controlling & Counteracting.
1-2 Reciprocal Networking.
1-3 Exerting Pressure.
2. The relationship between individual variable and the type of politics of downward influence are below:
2-1 Manager to the type of politics of downward influence with gender, age and martial status has no significantly effect.
2-2 Manager to the type of politics of downward influence with the education background, working experience and job level has significantly effect.
3. The relationship between the type of Taiwanese managers’ politics of downward influence and job performance are below.
3-1 Manager of the “Reciprocal Networking” has better contextual performance than “Controlling & Counteracting”. However, manager of the “Exerting Pressure “doesn’t reveal the difference with the contextual performance.
3-2 Manager of the “Exerting Pressure” has better task performance than “Controlling & Counteracting”. However, manager of the” Reciprocal Networking” doesn’t reveal the difference with the task performance.
3-3 Manager of the” Reciprocal Networking” has better job performance than the “Controlling & Counteracting”. Manager of the “Exerting Pressure” has better job performance than “Controlling & Counteracting”.

第一章 緒論 ----------------------------------------------------------------------------------------- 01
第一節 研究動機--------------------------------------------------------------------------------01
第二節 研究目的--------------------------------------------------------------------------------02
第三節 研究步驟--------------------------------------------------------------------------------03
第二章 文獻探討------------------------------------------------------------------------------------- 04
第一節 組織政治與組織政治行為-----------------------------------------------------------04
第二節 主管向下政治行為--------------------------------------------------------------------11
第三節 工作績效之相關研究-----------------------------------------------------------------16
第三章 研究方法------------------------------------------------------------------------------------- 26
第一節 研究架構與假設---------------------------------------------------------------------- 26
第二節 操作性定義與測量工作--------------------------------------------------------------28
第三節 資料蒐集方法及樣本特性分析-----------------------------------------------------31
第四節 資料分析方法--------------------------------------------------------------------------36
第四章 實證分析------------------------------------------------------------------------------------- 38
第一節 量表題項之項目信度與因素分析--------------------------------------------------38
第二節 主管向下政治行為的類型分析-----------------------------------------------------53
第三節 向下政治行為類型與個人變項的關係--------------------------------------------61
第四節 主管向下政治行為類型對工作績效的影響--------------------------------------66
第五章 結論與建議---------------------------------------------------------------------------------- 69
第一節 研究發現--------------------------------------------------------------------------------69
第二節 研究結論--------------------------------------------------------------------------------72
第三節 研究建議--------------------------------------------------------------------------------75
第四節 研究限制--------------------------------------------------------------------------------77
參考文獻----------------------------------------------------------------------------------------------- 78
附錄一 研究問卷------------------------------------------------------------------------------------- 85
附錄二 樣本資料描述------------------------------------------------------------------------------- 88

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