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題名:員工自主性、工作特徵與組織承諾關係之研究- 中美日三國電子業之比較
作者:古金英
作者(外文):Jin-Ying Ku
校院名稱:中國文化大學
系所名稱:國際企業管理研究所
指導教授:林彩梅
學位類別:博士
出版日期:2001
主題關鍵詞:組織承諾自主性需求員工股權擁有感工作自主性工作彈性跨文化比較研究organizational commitmentneed for autonomyemployee ownership satisfactionjob autonomyjob flexibilitycross-cultural comparative research
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為探索本研究之自變數,包括自主性需求、員工股權擁有感、工作自主性、工作彈性這些員工自主性及工作特徵變數,及應變數組織承諾之各構面,於中、美、日三國電子業員工間之差異,並釐清這些自變數與應變數間之關係,及瞭解各該關係受不同國家文化的影響情形,本研究以問卷法,採立意抽樣方式發出問卷,最後以所獲得之有效問卷,計台灣員工179名、美國員工54名、及日本員工55名,進行跨文化的比較研究。
結果顯現,中、美、日三國電子業員工之承諾事實上具有不同的意涵,尤其是日本員工,在計算性承諾上顯著高於中、美兩國員工。而工作自主性的認知上,中、日及美、日間有顯著差異。員工股權擁有之感受上,不論中、美,中、日或美、日間均有顯著差異。自主性需求方面,則中、美及美、日間有明顯不同。
本研究亦發現,本研究所探討之員工自主性與工作特徵變數對於不同構面組織承諾之影響並不盡相同。且這些獨立變數與組織承諾間之關係在不同國家文化之影響下,亦呈現不盡相同的結果。可謂支持了大多數本研究所推導之假設,並強化了必須正視組織中成員事實上是存在有不同構面承諾,及組織應確實瞭解不同構面承諾的影響變項以做為策略應用時之參考的議題。本研究尚發現,有關本研究所探討之關係在跨國環境下確有其差異,故當組織從事跨國之經營時,實有必要瞭解不同文化的差異,依文化差異來決定承諾的管理模式,有效掌握促成員工承諾的動因。
In order to (1) explore the differences of independent variables, such as need for autonomy, employee ownership satisfaction, job autonomy, job flexibility; and the dependent variable - three dimensions of organizational commitment (affective commitment, normative commitment, and continuance commitment) among em-ployees of electronic industry in Taiwan, U.S.A., and Japan; (2) understand the re-lationship between the above mentioned independent and dependent variables; (3) Find the moderating effect of different culture on these relationships, 179, 54, 55 questionnaires from electronic industrious employees of Taiwan, U.S.A., and Japan separately were analyzed.
The results find that the perceived meanings of organizational commitment were different among employees of three countries. The continuance commitment was found significantly higher for Japan’s employees than that of the other two countries. The perceived job autonomy was more consistent between Taiwan and America’s employees, and significantly differed between Taiwan and Japan’s em-ployees, and between America and Japan’s employees. For employee ownership satisfaction, the differences were manifest among employees of three nations. As to need for autonomy, Taiwan and Japan’s employees were similar, but there were significantly different between Taiwan and America’s employees, and between America and Japan’s employees. However, America’s employees had the highest means of employee ownership satisfaction and need for autonomy among that of three nations’.
The results showed that the influences of need for autonomy, employee ownership satisfaction, job autonomy, and job flexibility on three dimensions of organizational commitment were not quite the same. The relationships of these ex-plaining and explained variables in three countries were not quite the same too. While using total samples for analyzing, the results showed that job autonomy, employee ownership satisfaction, and need for autonomy were the antecedent vari-ables of affective commitment; job flexibility, employee ownership, and need for autonomy were the antecedents of normative commitment, and only job autonomy would influence the second dimension of continuance commitment — low-alternative. The results supported most of hypotheses of this study. It sug-gested organizations had to face the fact that employees had different kind of or-ganizational commitment, and it was necessary for organizations to actually under-stand the antecedents of different dimensions of organizational commitment. Oth-erwise, when analyzed separately, the results suggested that in order to master the motives of commitment of memberships and complete organizational goals, it was necessary for multinational organizations to understand different culture, and de-cide an appropriate managerial model of commitment.
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