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題名:以多元的觀點探討組織變革過程中 員工變革承諾的前因及影響
作者:侯玉祥
作者(外文):Yu-Hsiang Hou
校院名稱:中興大學
系所名稱:企業管理學系所
指導教授:陳心懿
學位類別:博士
出版日期:2014
主題關鍵詞:社會交換變革承諾情感事件理論建言氣氛變革型領導social exchangecommitment to changeaffective events Theoryvoice climatechange leadership
原始連結:連回原系統網址new window
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摘要
本研究以社會交換及情感經驗兩個重要的構念,驗證員工在組織
變革期間的承諾及對變革的支持,藉由探討在組織變革期間影響員工
對組織情感性、規範性及持續性變革承諾的因子,提出社會交換、正
負向情感經驗及變革型領導等構念,同時討論建言氣氛對這些構念的
調節效果,及對變革支持行為的中介效果。
本研究主要對象是以北部地區某政府研發機構所屬研發人員為對
象,以問卷調查方式進行研究,配合該機構的變革期程,並以多重來
源及分別在不同時間點收集資料,依據資料特性及統計方法以多層次
研究方法探討各構念之間的關係,本研究在不同時間點發放問卷總計
完成 452 份主管-員工配對樣本,結果發現在社會交換與變革支持、
負向情感與變革支持之間的關係,會受到變革承諾的中介影響,而變
革型領導亦對變革承諾有正向影響,建言氣氛與社會交換、正/負向情
感經驗的交互作用下,對於變革承諾具有影響,並透過此一機制,間
接影響員工對變革的支持,與最後根據研究結果提出管理意涵及未來
研究方向。
關鍵字:社會交換、變革承諾、情感事件理論、建言氣氛、變革型領
This study tested the importance of two constructed social exchange and employee affective experiences—in determining
employees’ commitment to, and supportive behaviors for, organizational change. By integrating resource conservation and social exchange theories, this study discussed the influences of social exchanges during change processes and those of previous affective experiences on employee commitment.Moreover, this study determined the influence of commitment factors on the behavioral support for change. This study investigated the factors that influence the affective, normative, and continuance commitment to change during organizational changes. In addition, this study proposed constructs such as social exchange, positive and negative affective experience, and change leadership. Furthermore, this study discussed the regulation and mediating effects of voice climate on these constructs and behavioral support for change.
This study focused on research and development employees of an
R&D institute in Northern Taiwan. A survey investigation method was used in coordination with the institution’s schedule of change, and data were collected from multiple sources at various time points. The relationships between each construct were investigated using stratified methods based on data characteristics and statistical methods. Questionnaires were distributed at different time points and a total of 452 supervisor–subordinate dyads were collected. The results showed that the relationships of support to change to social exchange and the relationships of support to change to negative affection were influenced by the mediation of the employees’
commitment to change. In addition, change leadership engendered positive influences on the employee commitment to change. Through the interactions between voice climate, social exchange, and positive and negative affective experiences, influences were exerted on the commitment to change. This mechanism indirectly influenced the behavioral support for change. Based on the results, this study proposed management implications and prospective research directions.
Key word: social exchange, commitment to change, affective events theory, voice climate, change leadershiP
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