Responsive image
博碩士論文 etd-0804103-130634 詳細資訊
Title page for etd-0804103-130634
論文名稱
Title
組織政治知覺的類型及各類型中組織政治知覺對組織承諾與工作績效的影響
A study of Organizational political perception along with it and its sub-types influence of organizational commitments and work performances
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
94
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
2003-06-27
繳交日期
Date of Submission
2003-08-04
關鍵字
Keywords
組織承諾、組織政治知覺類型、情感性承諾、工作績效、脈絡績效、任務績效、持續性承諾、規範性承諾、組織政治知覺
task performance, continuance commitment, normative commitment, organizational commitment, contextual performance, work performance, organizational political perception type, affective commitment, Organizational political perception
統計
Statistics
本論文已被瀏覽 5665 次,被下載 3623
The thesis/dissertation has been browsed 5665 times, has been downloaded 3623 times.
中文摘要
由於員工知覺組織政治程度將影響員工決定是否涉入組織政治或採取撤離組織等行為,直接反應於工作態度上最為明顯,間接將影響員工對組織承諾程度及工作績效表現,進而影響組織效能。因此本研究將藉由分群方式探討員工之組織政治知覺構面對其組織承諾及工作績效之構面影響與彼此間之關連性,經實證分析,本研究綜合發現如下:

1.組織政治知覺中「上司與同事行為」及「政策與實務差距」與情感性承諾及規範性承諾呈顯著負相關,而「上司與同事行為」則與持續性承諾呈顯著正相關。
2.組織政治知覺中僅有「政策與實務差距」構面與任務績效及脈絡績效呈顯著負相關。
3.採K-mean集群分析法,得到四個群體分別代表不同組織政治知覺類群的群體,依其特性為各集群命名,四集群名稱及特性如下:
3-1『遲鈍型』:對組織中成員所有政治行為及工作環境氣氛的知覺較為遲鈍。
3-2『知覺陽奉陰違型』:知覺組織言行不一暨存有袖手旁觀的氣氛。
3-3『知覺靈敏行動型』:知覺組織內成員對人際關係較為敏感,且以主動積極的回應態度面對工作環境。
3-4『知覺沉默等待型』:知覺組織言行一致暨存有沉默是金的氣氛。
4.『遲鈍型』中,「保持沈默靜待好處」之知覺構面,與「任務績效」呈現負相關;「政策與實務差距」之知覺構面,與「情感性承諾」及「任務績效」呈現負相關。
5.『知覺陽奉陰違型』中,「上司與同事行為」之知覺構面,與「持續性承諾」呈現正相關,但與「脈絡績效」呈現負相關;「保持沈默靜待好處」之知覺構面,與「脈絡績效」呈現正相關。
6.『知覺靈敏行動型』中,「上司與同事行為」之知覺構面,與「情感性承諾」呈現負相關,但與「持績性承諾」及「脈絡續效」呈現正相關。
7.『知覺沉默等待型』中,「上司與同事行為」之知覺構面與「規範性承諾」呈現負相關;「保持沈默靜待好處」之知覺構面與「脈絡績效」呈現正相關;「政策與實務差距」之知覺構面與「情感性承諾」及「脈絡績效」呈現負相關。
Abstract
Employees’ perception of organizational political level will influence employees’ decision whether to get involved with organizational politics or to isolate from organizational behaviors, it will reflect significantly on the working attitude directly and will influence the organizational commitment level and performance of employees indirectly, further more, it will decrease the organizational productivities. This research was conducted to focus on that whether employees’ organizational political perception will influence their organizational commitments and performances, also to discuss the connection between each other. The research method this study used was group segmentations. After empirical analysis, we found out:

1. In the organizational political perception, “boss’s and colleague’s behaviors” dimension has a significant negative correlation with affective commitment and normative commitment; “the differences between policies and realities” dimension presents the same result as well. “Boss’s and colleague’s behaviors” dimension has a significant positive correlation with continuance commitment.
2. There is only “the differences between policies and realities” dimension reaching a significant positive correlation with task performance and contextual performance in organizational political perception.
3. By using K-mean “Cluster analysis”, we got four different types of group representing four different categories of “organizational political perception”. We named them by their characters, the names and characters are described as follow:
3-1 Slow: employees in the type do not react fast enough regarding political behaviors and working environment atmosphere due to the employees’ insensitivity.
3-2 The perception of Complies in public but opposes in private: employees can sense that organization does not behave the same way in terms of policies and operations; they do nothing with this scenario.
3-3 The perception of keen actions: The members of perceptional organization are more sensitive with the interpersonal relationship, and they response the working environment with positive and active attitudes.

3-4 The perception of silence and waiting: Employees can sense that organization behaves in the same way in terms of policies and operations; they have a concept that “Silence is gold”.
4. In “slow” type, the perception dimension of “keeping silence and waiting for benefit” has a negative correlation with “task performance”; the perception dimension of “the differences between policies and realities” has a negative correlation with “affective commitment” and “task performance”.
5. In “The perception of complies in public but opposes in private” type, the perception dimension of “boss’s and colleague’s behaviors” has a positive correlation with “continuance commitment”, but has a negative correlation with “contextual performance”; the perception dimension of “keeping silence and waiting for benefit” has a positive correlation with “contextual performance”.
6. In “The percept of keen and action” type, the percept dimension of “boss’s and colleague’s behaviors” has a negative correlation with “affective commitment”, but has a positive correlation with “continuance commitment” and “contextual performance”.
7. In “The perception of silence and waiting”, the perception dimension of “boss’s and colleague’s behaviors” has a negative correlation with “normative commitment”; the perception dimension of “keeping silence and waiting for benefits” has a positive correlation with “contextual performance”; the perception dimension of “the differences between policies and realities” has a negative correlation with “affective commitment” and “contextual performance”.
目次 Table of Contents
第壹章 緒論…………………………………………………………………1
第一節 研究動機……………………………………………………………2
第二節 研究目的……………………………………………………………3
第三節 研究流程……………………………………………………………4
第貳章 文獻探討……………………………………………………………5
第一節 組織政治知覺之理論與研究………………………………………6
第二節 組織承諾之理論與研究……………………………………………9
第三節 工作績效之理論與研究……………………………………………15
第四節 組織政治知覺、組織承諾與工作績效之關係……………………20
第參章 研究方法……………………………………………………………24
第一節 研究架構及研究假設………………………………………………24
第二節 研究方法……………………………………………………………26
第三節 研究對象……………………………………………………………28
第四節 研究變項操作性定義與衡量工具…………………………………29
第五節 樣本與量表信度分析………………………………………………33
第肆章 實證分析……………………………………………………………40
第一節 各研究變項間之關係………………………………………………40
第二節 組織政治知覺對組織承諾與工作績效之影響分析………………41
第三節 組織政治知覺類型之分析與探討…………………………………46
第四節 組織政治知覺類型對組織承諾構面之影響………………………54
第五節 組織政治知覺類型對工作績效構面之影響………………………61
第伍章 研究結論與建議……………………………………………………67
第一節 研究結論……………………………………………………………67
第二節 研究建議……………………………………………………………77
第三節 研究限制……………………………………………………………80

參考文獻………………………………………………………………… 81
中文書目………………………………………………………………… 81
英文書目………………………………………………………………… 83
附錄一 本研究組織政治知覺量表發展及選用說明……………………89
表一 組織政治知覺量表(POPS)使用題目審核………………………90
表一 組織政治知覺量表(POPS)測量因素構面彙整表………………91
附錄二 研究問卷…………………………………………………………92
參考文獻 References
中文書目
丁虹(1987),『企業文化與組織承諾之研究』,國立政治大學企業研究所博士論文,台北。
尹衍樑(1988),『組織變革策略對組織承諾之影響研究—以潤泰工業股份有限公司電腦化為例』,國立政治大學企業管理研究所博士論文,台北。
王志剛譯(1983),『管理學導論』,台北:華泰書局,pp.404-410。
王梅珍(2001),『業務人員人格特質、組織承諾與組織公民行為之研究-以中華電信為例』,國立中山大學人力資源管理研究所碩士論文。
何金銘(2001),『統計法輯要』,台南:台灣復文興業股份有限公司。
余德成 (1996),『品質管理人性面系統因素對工作績效之影響』,國立中山大學企業管理研究所未出版之博士論文。
吳孝慈(2001),『組織政治知覺及其對組織承諾之影響--某大學的實證分析』,國立中山大學人力資源管理研究所碩士論文
李安民(2002),『組織政治知覺對員工工作態度之影響』,國立中山大學人力資源管理研究所碩士論文
林士譽(2003)『組織政治知覺對組織承諾與工作績效之影響』,國立中山大學人力資源管理研究所碩士論文
林鑫琪(1994),『文化中心主任領導型態與成員組織承諾之關係』,國立師範大學/社會教育學系
胡其安(1999),『組織政治氣候與員工工作態度關係之研究—以信任為干擾變項』,銘傳大學管理科學研究所碩士論文。
柯際雲(1995),『企業員工個人特性、及其知覺之工作特性與領導型態對組織承諾的影響』,國立中興大學企業管理研究所碩士論文。
張火燦(1994),『績效評估的模式及相關理論』,人事管理,31卷10期:pp.12-14。
洪英正,(1987),『工作團隊中工作者的A型人格、主管領導型態與工作壓力、工作滿足及工作投入的關係研究』,國立政治大學心理研究所碩士論文。
陳序維(2002),『組織政治知學與組織公平對組織承諾之關係研究-以某公營為例』,國立中山大學人力資源管理研究所碩士論文。
陳黃煌(1996),『組織結構、工作特性對組織政治知覺與組織承諾關係之研究』,文化大學國際企業管理研究所碩士論文。
彭郁芬(2002),『組織政治行為對成員工作投入之影響』,國立中山大學人力資源管理研究所碩士論文
黃素貞(2002),『員工組織政治知覺與工作投入及工作績效關係之研究』,國立中山大學人力資源管理研究所碩士論文
劉宗其、吳志正、張淑昭,1997,「權力、企業型態與主管隻決策影響力對企業績效之影響」,輔仁管理評論,第四卷第一期:111~144。
鍾志明(2000),『企業文化員工價值觀及組織承諾之關聯性研究』-以台灣地區主要企業為例』,私立長榮管理學院經營管理研究所碩士論文。
蘇明琪(1994),『組織政治知覺對組織承諾之影響研究』,淡江大學國際企業研究所碩士論文。
蘇義祥(1999),『中華電信專戶服務部門領導形態與工作績效之研究:服務人員特質及成熟度的調節作用』,國立中山大學人力資源管理研究所碩士論文。


英文書目
Angle, H.L., & Perry, J.L,1981 ,An empirical assessment of organizational commitment and organizational effectiveness, Administrative Science Quarterly,26,1-14.
Becker, H.S, 1960, Notes on the concept of commitment, American Journal of Sociology, 66,132-140.
Blau, G. J., & Boal, K. B, 1987, Conceptualizing how job involvement and organizational commitment affect turnover and absenteeism, Academy of Management Review, 12(2), 288-300.
Buchanan, B., 1974, Building organizational commitment: The socialization of managers in work organizations, Administrative Science Quarterly, 19(4), 533-546.
Borman, W. C. & Motowidlo, S. J.,1993, Expanding the Criterion Domain to Include Elements of Contextual Performance. San Francisco:Jossey-Bass, pp.71-98.
Boyatzis,R.E.1982. The Competence Manager:A Model for Effective Performance, N.Y.:John Wiley & Sons,Ine.
Campbell, J. P.,1983, Some Possible Implications of “Modeling” for the Conceptualization of Measurement. In F. Landy, S. Zedeck, & J. Cleveland(Eds.), Performance Measurement and Theory(pp.277-298). Hillsdale, NJ: Lawrence Erlbaum Associates, Inc.
Campbell, J. P.,1990, Modeling the performance prediction problem in industrial and organization psychology. In M. D. Dunnette, & L. M. Hough (Eds.), Handbook of Industrial and Organization Psychology (2nd ed.), Palo Alto, CA: Consulting Psychologists Press, 1, pp.687-732.
Campbell, J. P., Gasser, M. B. & Oswald, F. L.,1996, The Substantive Nature of Job Performance Variability. In K. R. Murphy(Ed.), Individual Differences and Behavior in Organizations(pp.258-299). San Francisco: Jossey-Bass.
Cascio, W. F.,1991, Applied Psychology in Personnel Management (4nd ed.), NJ: Prentice-Hall.
Cropanzano, R., Howes J. C. & Grandey A. A.,1997, The Relationship of Organizational Politics and Support to Work Behaviors, Attitudes, and Stress. Journal of Organizational Behavior, 18: pp.159-180.
Drory, A. & Romm,1990, The Definition of Organizational Politics: A Review. Human Relations, 43: pp.1133-1154.
Drory A.,1993, Perceived Political Climate and Job Attitudes, Organization Studies, 14,1, 59-71.
Drory A., Romm T.,1988, Politics in Organization and its Perception within the organization, Organization Studies, 9/2, 165-179.
Farrell, D., & Rusbult , C.E. ,1981, Exchange variable as predictors of job satisfaction, job commitment and turnover: The impact of rewards, cost, alternatives and investment, Organizational Behavior and Performance, 28,120-26
Ferris, Fedor, Chachere & Pondy,1989, Myths and Politics in Organizational contexts. Group and Organizational Studies, 14:pp.88-103.
Ferris G. R., Judge.T.A,1991, Personnel/Human Resources Management: A Political Influence Perspective, Journal of Management, Vol.17,No2, 447-488.
Ferris, G. R. & Kacmar, K. M.,1992, Perceptions of Organizational Politics. Journal of Management, 18(1):pp.93-116.
Ferris, G. R. Galang, M. C., Zhou, J., & et al.,1996, Perceptions of Organizational Politics: Prediction, Stress-related Implications, and Outcomes. Human Relations, 49(2):pp.233.
Ferris, G. R., Frink D. D., Bhawuk D. P.S., Zhou, J., & Gilmor, D. C., 1996, Reactions of diverse groups to politics in the workplace. Journal of Management, 22(1):pp.23-44.
Ferris, G. R., Russ, G. S. & Fandt, P. M.,1989, Politics in Organizations, In R. A. Giacalone & P. Rosenfield(Eds), Impression Management in the Organization, pp.:159. Hillsdale, NJ: Lawrence Erlbaum.
Ferris G. R., Fedor D. B., King T. R.,1994, A Political Conceptualization of Managerial Behavior, Human Resource Management Review, Vol.4,No1, 1-34.
Ferris G. R.,1994, Understanding as an Antidote for the Dysfunctional Consequences of Organizational Politics as a Stressor, Journal of Applied Social Psychology, 24,13, 1204-1220.
Gandz J., Murray V. V.,1980, The Experience of Workplace Politics, Academy of Management Journal, Vol.23,No2, 237-251.
Gilmore, D. C. & Ferris, G. R.,1996, Organizational Politics and Employee Attendance. Group & Organization Management, 21(4): pp.481-494.
Hochwarter W. A., Perrewe P. L., Ferris G. R.,1999, Commitment as an Antidote to the Tension and Turnover Consequences of Organizational Politics, Journal of Vocational Behavior,Vol.55, 277-297.
Hrebiniak , L.G,1974, Effects of job level and participation on employee attitudes and perceptions of influence, Academy of Management Journal, 17(4),649-662.
Hrebiniak , L.G.,& Alutto , J.A,1972, Personal and role-related factors in the development of organizational commitment, Administrative Science Quarterly,17 (4),555-573.
Katz, D. & Kahn, R. L.,1978, The Social Psychology of Organizations. N.Y.: Wiley.
Kacmar K. M. & Baron R. A.,1999, Organizational Politics: The state of the field, links to related processes, and an agenda for future research. Research in Personnel and Human Resources Management, 17: pp.1-39.
Kacmar K.M., Carlson D.,1997, Further Validation of the Perceptions of Politics Scale(POPS): A Multiple Sample Investigation, Journal of Management, Vol.23,No5, 627-658.
Kacmar K. M., Bozeman D. P., Carlson, D. S. & Anthony W. P.,1999, An Examination of Perceptions of Organizational Politics Model: Replication and Extension. Human Relations, 52(3): pp.383-415.
Kacmar K.M., Ferris G. R., 1993,Politics at Work : Sharpening the Focus of Political Behavior in Organizations, Business Horizons, 36, 70-74.
Kacmar, K. M. & Ferris, G. R.,1991, Perceptions of Organizational Politics Scale(POPS): Development and Construct Validation, Educational & Psychological Measurement, 51(1): pp.193-205.
Kanter , R.M.,1968, Commitment and social organization: A study of commitment mechanisms in utopian communities, American Sociological Review, 33,499-517.
Koch, J.L., & Steers, R.M.,1978, Job attachment, satisfaction, and turnover among public sector employee, Journal of Vocational Behavior,12,119-128.
Lewin,1936, Principles of topological psychology, New York.
Maslyn J. M., Fedor Donald B.,1998, Perceptions of Politics: Does Measuring Different Foci Matter?, Journal of Applied Psychology, Vol.83,No4, 645-653.
Meyer,J.P., & Allen,N.J.(1991). A Three-Component Conceptualization of Organizational Commitment. Human Resource Management Review, vol.1,pp.61-89
Madison D. L.,1980, Organizational Politics: An Exploration of Managers' Perceptions, Human Relations, Vol.33,Num2, 79-100.
Mintzberg H.,1983, Power in and around organizations, NJ: Prentice-Hall.
Mintzberg H.,1985, The organization as political arena , Journal of Management Studies, 22,2, 133-154.
Motowidlo, S. J. & Borman, W. C., 1997, A Theory of Individual Differences in Task and Contextual Performance, Human Performance, 10(2): pp.71-83.
Motowidlo, S. J. & Van Scotter, J. R., 1994, Evidence That Task Performance Should Be Distinguished from Contextual Performance, Journal of Applied Psychology, 79: pp.475-480.
Morrow, P.C,1983, Concept redundancy in organizational research: The case of work commitment, Academy of Management Review, 8(3), 486-500
Mowday, R.T.,Steer, R.M.,& Porter, L.W.,1982, Employee-organization linkages:The psychology of commitment absenteeism, and turnover, San Diego, CA:Academic Press.
Nye, L. G., Wittl, & Alan,1993, Dimensionality and Construct Validity of the Perceptions of Organizational Politics Scale(POPS), Educational & Psychological Measurement, Vol.53,No3, 821-829.
Organ, D. W.,1988, Organizational Citizenship Behavior: The Good Soldier Syndrome. MA: Lexington.
Organ , D. W., 1990, The Motivational Basis of Organizational Citizenship Behavior. Research in Organizational Behavior 12, Greenwich, CT: JAI Press, 43-72.
Porter,L.W.,Steer,R.M.,Mowday,R.T.,&Boulian,P.V.,1974, Organizational commitment, job satisfaction and turnover among psychiatric technicians, Journal of Applied Psychology, 59(5),603-609.
Randall M. L., Cropanzano R., Bormann Carol A., Birjulin Andrej,1999, Organizational Politics and Organizational Support as Predictors of Work Attitudes, Job Performance, and Organizational Citizenship Behavior, Journal of Organizational Behavior,Vol.20, 159-174.
Robbins, S. P. 1998, Organizational Behavior(8th ed.). Upper Saddle River, NJ. Prentice Hall International.
Salancik,G.R,1977.New drections in organizational behavior, Chicago: St. Clair Press.
Sheldon, M.E.,1971,Investments and involvements as mechanisms producing commitment to the organization, Administrative Science Quarterly, 16(2),143-150.
Steers, R.M.,1977, Antecedents outcomes of organizational commitment, Administrative Science Quarterly, 22,46-56.
Stevens,J.M.,Beyer,J.M.,&Trice,H.M.,1978,Assessing Personal , role, and organizational predictors of managerial commitment, Academy of Management Journal,21(3)380-396.
Settoon, R. P., Bennett, N., & Liden, R. C.,1996, Social Ex-change in Organizations: Perceived Organizational Support, Leader-Member Exchange, and Employee Reciprocity, Journal of Applied Psychology, 81, 219-227.
Smith, C. A., Organ, D. W. & Near, J. P.,1983, Organizational Citizenship Behavior: Its Nature and Antecedents. Journal of Applied Psychology, 68: pp.653-663.
Vigoda, E., 2000, Organizational Politics, Job Attitudes, and Work Outcomes: Exploration and Implicaitons for the Public Sector. Journal of Applied Psychology, 57: pp.326-347.
Vredenburgh D. J., Maurer J. G.,1984, A Process Framework of Organizational Politics, Human Relations, Vol.37,Num1, 47-66.
Wayne, S. J., Shore, L. M., & Liden, R. C.,1997, Perceived Organizational Support and Leader-Member Exchange: A Social Exchange Perspective, Academy of Management Journal, 40, 82-111.
Witt, L. A., 1998, Enhancing Organizational Goal Congruence: A Solution to Organizational Politics. Journal of Applied Psychology, 83(4): pp.666-674.
Wiener,Y.,1982, Commitment in organization: A normative view, Academy of Management Review,7(3), 418-428.
Wilson P. A.,1995, The Effects of Politics and Power on The Organization Commitment of Federal Executives, Journal of Management, Vol.21,No1, 101-118.
Yiener, Y.,& Gechman, A.S ,1977,Commitment: A behavioral approach to job involvement, Journal of Vocational Behavior,10,47-52
電子全文 Fulltext
本電子全文僅授權使用者為學術研究之目的,進行個人非營利性質之檢索、閱讀、列印。請遵守中華民國著作權法之相關規定,切勿任意重製、散佈、改作、轉貼、播送,以免觸法。
論文使用權限 Thesis access permission:校內校外完全公開 unrestricted
開放時間 Available:
校內 Campus: 已公開 available
校外 Off-campus: 已公開 available


紙本論文 Printed copies
紙本論文的公開資訊在102學年度以後相對較為完整。如果需要查詢101學年度以前的紙本論文公開資訊,請聯繫圖資處紙本論文服務櫃台。如有不便之處敬請見諒。
開放時間 available 已公開 available

QR Code