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博碩士論文 etd-0816104-172623 詳細資訊
Title page for etd-0816104-172623
論文名稱
Title
員工歸類模式對甄選、晉升之影響:差序格局觀點
The effect of employee categorization on employee selection and promotion: the perspective of Chaxugeju
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
188
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
2004-07-21
繳交日期
Date of Submission
2004-08-16
關鍵字
Keywords
甄選、華人、員工歸類模式、晉升、差序格局
Promotion, Chinese, Employee categorization model, Selection, Chaxugeju
統計
Statistics
本論文已被瀏覽 5728 次,被下載 71
The thesis/dissertation has been browsed 5728 times, has been downloaded 71 times.
中文摘要
本研究從華人特有的差序格局觀點,以及差序格局觀點套用在組織行為上所發展出的員工歸類模式切入,分析華人主管在甄選及晉升的決策模式。並探討決策者特性(包括決策者層級、傳統性、現代性)、職務特性(包括專業性、機密性、資源掌控性、私密性、職缺數多寡)以及組織特性(包括分工程度、用人控制、績效導向)對上述決策模式之調節效果。此外,並比較員工歸類模式在甄選與晉升決策效果上之差異。
採用情境實驗設計,根據關係、忠誠、才能三項歸類標準,設計八種應徵者/部屬腳本(scenario),請受訪者回答在不同的職務特性下,分別評定給予八類腳本人物參加面試、錄取與晉升機會之分數。並同時衡量受訪者的傳統性、現代性、任職企業之組織特性、以及個人背景資料。
有效回收1050份問卷,經採重複量數共變數分析與多元迴歸分析,研究結果的主要發現如下:
1.在整體方面,決策者確會依親、忠、才將應徵者/部屬進行歸類,並且針對不同類型的應徵者/部屬,採不同的差等對待。決策者對於較親、較忠、較才的應徵者/部屬給予較高的可信任/自己人程度之評分,且在甄選/晉升決策上,對於被評為可信任/自己人程度高的應徵者/部屬,決策者會給予其較高的面試、錄取或晉升的機會。
2.決策者特性方面,企業主對關係的考量會大於經理人對關係的考量,對可信任/自己人程度的考量也會大於經理人對可信任/自己人程度的考量。傳統性高者對忠誠的重視程度,大於遵從權威傳統性低者對忠誠的重視程度;而積極進取現代性高者對才能的重視程度,大於積極進取現代性低者對才能的重視程度。
3.職務特性方面,當職務具機密性、資源掌控性、私密性、或職缺數較少時,決策者的甄選/晉升決策會更加慎重,偏好進用可信任/自己人程度高者。此外,當職務具專業性、機密性、資源掌控性、私密性或職缺數較少時,決策者的甄選/晉升決策都會更加重視才能。對資源掌控性的職務,決策者會更加重視關係;對私密性的職務,決策者會更加重視忠誠。至於原先推論,當職務具機密性時,會提高決策者對忠誠的重視,以及較多職務空缺時,會提高決策者對關係、忠誠的重視程度,則在本研究中未獲支持。
4.組織特性方面,原先推論組織分工越不清晰,主管所受到的公平監督越弱,關係與忠誠之效果會較突顯,但研究結果並不支持。而當經理人感到較強的績效導向、或較嚴格的用人控制時,確會加重其對可信任/自己人程度之考量,亦即在進行甄選/晉升決策時更加慎重。甄選/晉升要合理化、制度化,透過組織明確的規範來進行管理是最為恰當的,因此,企業可考量酌予加強用人控制程度,或視實際狀況酌予調整績效導向程度,以使主管在用人決策上更加審慎。
5.在甄選與晉升之比較上,決策者在做晉升決策時,對關係、忠誠之考量,會大於在做新進甄選決策時,對關係、忠誠之考量。但對於才能之考量,則不因甄選與晉升情境之差異而有不同。
Abstract
This research is mainly developed from the unique perspective of Chinese Chaxugeju (differential mode of the association) and employee categorization model, derived from Chaxugeju model on organizational behavior. This research analyses the decision model of Chinese supervisors’ selection and promotion. Also, this dissertation discusses the moderating effect of decision maker’s propensity (including decision maker’s level, conventionality and modernity), functional propensity (including profession, confidentiality, controllable resources, privacy, number of job vacancy), and organizational propensity ( including degree of division of labor, power of recruiting, and performance orientation) on above mentioned decision models. Finally, it compares the difference of employee categorization model on the selection and promotion decision effects.

Adopting the scenario experiment, the author develops 8 kinds of interviewee/staff scenario categorized by guanxi (interpersonal relationship), loyalty and telnet. The author asks the interviewee to rank respectively the 8 kinds of interviewee/staff scenario on chance to interview, recruit, and promotion. Meanwhile, the questionnaire also records the interviewee’s conventionality, modernity, company’s propensity and personal background.

Total valid questionnaire is 1050 copies. Using repeated measure ANCOVA and multiple regression, the results are shown as below,

1. Overall, decision makers are certainly categorized interviewee/staff based on guanxi, loyalty and telnet. Different category of interviewee/staff would be treated differentially. Decision makers will give higher level of trustfulness/insider to closer, more loyal, and more telnet interviewee/staff. On the selection and promotion decisions, the higher level of trustfulness/insider would be given higher chance to interview, recruit and promote.

2. As for decision maker’s propensity, owner-managers will value guanxi greater than mangers; same situation appears in level of trustfulness/insider. High conventionalists pay more value on royalty than low conventionalists. On the other hand, high modernists pay more value on telnet than low modernists.

3. In respects of functional propensity, when the positions have higher confidentiality, controllable resource, privacy and fewer job vacancies, decision makers tend to show greater prudence and prefer to recruit higher level of trustfulness/insider. Furthermore, when the positions possess the profession, confidentiality, controllable resources, privacy, and fewer job vacancies, decision makers would tend to value more on the interviewee/staff’s telnet. For the positions with more controllable resources, decision makers will value more on the interviewee/staff’s guanxi. For the position with higher privacy, decision makers will value more on loyalty. Reflecting back to the original assumption, this research does not support, a) the higher privacy of one position the higher of loyalty. b) More job vacancies enhance decision makers’ value on guanxi and loyalty.

4. Regarding to organization propensity, the author originally assume less degree of division of labor causes less fairness of supervisors and accentuates the importance of guanxi and royalty. However, the result of this research does not support this assumption. When managers tend to be more performance oriented or have more power of recruiting, managers will emphasize the importance of level of trustfulness/insider. It means that managers will be more prudent on selection/promotion decisions. It is proper for organizations to rationalize and institutionalize selection/promotion decisions via district procedures. Hence, organizations could consider enhancing the level of controlling recruitment or adjust the degree of performance orientation based on actual situations.

5. Comparing the selection and promotion, decision makers will emphasize guanxi and royalty when making promotion decision than selection. As for the telnet, the research shows no difference on selection or promotion decisions.
目次 Table of Contents
第一章、緒論……………….…………………………………………………… 1
第一節 研究動機…………………………………………………………… 1
第二節 研究目的…………………………………………………………… 2

第二章、文獻探討………………………………………………………………. 3
第一節 晉升與甄選………………………………………………………….. 3
第二節 文化與晉升及甄選………………………………………………….. 7
第三節 華人文化的特性--差序格局………………………………………... 11
第四節 員工歸類模式的相關研究與比較………………………………….. 19
第五節 歸類標準與歸類方式之再界定…………………………………….. 25
第六節 員工歸類模式與甄選及晉升……………………………………….. 34
第七節 員工歸類模式在甄選與晉升效用之差異………………………….. 45

第三章、研究方法……………………………………………………………… 46
第一節 樣本………………………………………………………………….. 48
第二節 自變項……………………………………………………………….. 53
第三節 依變項……………………………………………………………….. 59
第四節 調節變項…………………………………………………………….. 61
第五節 控制變項與受訪者基本資料及問卷篩選………………………….. 65
第六節 統計分析方法……………………………………………………….. 67

第四章、研究結果………………………………………………………………. 69
第一節 關係、忠誠、才能對可信任/自己人程度、甄選/晉升決策之效果 69
第二節 決策者特性對甄選/晉升決策、可信任/自己人程度之調節效果… 73
第三節 職務特性對甄選/晉升決策之調節效果……………………………. 92
第四節 組織特性對甄選/晉升決策調節效果………………………………. 105
第五節 甄選與晉升決策之比較…………………………………………….. 119

第五章、討論與建議…………………………………………………………… 121
第一節 整體效果之討論…………………………………………………….. 121
第二節 決策者特性之調節效果……………………………………………. 125
第三節 職務特性的調節效果………………………………………………. 127
第四節 組織特性的調節效果………………………………………………. 128
第五節 甄選與晉升決策之比較……………………………………………. 129
第六節 研究貢獻與限制……………………………………………….......... 129

附註……………………………………………………………………………… 133
參考文獻………………………………………………………………………… 152

附錄一 新進甄選1職缺之研究問卷………………………………………… 168
附錄二 新進甄選3職缺之研究問卷…………………………………….…… 175
附錄三 晉升之研究問卷……………………………………………………… 182
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