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題名:員工印象管理後會事與願違嗎?由主管歸因的觀點檢測員工印象管理的效能
作者:毛佩娟
作者(外文):Pei-Chuan Mao
校院名稱:義守大學
系所名稱:管理碩博士班
指導教授:彭台光
林鉦棽
學位類別:博士
出版日期:2015
主題關鍵詞:印象管理主管歸因認知型信任情感型信任工作績效人際喜愛Impression Management (IM)attributioncognition-based trustaffect-based trustperformance evaluationinterpersonal liking
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員工印象管理後會事與願違嗎? 在印象管理戰術的研究中,絕大多數的學者探討自我推銷與逢迎兩種戰術。實證研究證據顯示,自我推銷與逢迎兩種戰術的效能並不一致,兩者與工作有關的結果有著正向、負向甚至沒有關係。
目前,在印象管理的研究中存在著兩個重要但卻延宕未解的缺口。首先,過去曾有概念性的研究指出戰術對象的歸因在印象管理的效能中扮演著重要角色。很遺憾地,至今實證研究證據非常有限,以至於我們對戰術對象的歸因如何影響印象管理的效能ㄧ知半解。其次,探討影響印象管理效能機制的研究也缺少系統性。因此,迄今我們對印象管理效能的了解明顯不足。
有鑒於此,本研究試圖從主管歸因的觀點來探討部屬的印象管理是否如願。此外,本研究更進一步推論,認知型信任與情感型信任可視為主管對部屬印象管理後產生的心理機制,此心理機制有助於解釋為何部屬印象管理獲得主管正面評價。
本研究樣本來自服務業160位部屬,共44 位主管。在主效果部份,研究結果指出,部屬展現自我推銷與主管績效評估有顯著的正向關係,部屬展現逢迎與主管喜愛有顯著的正向關係。在調節效果部分,研究結果指出,當主管對部屬展現的自我推銷歸因為具工具型動機時,其正向關係會顯著削弱。雖然部屬展現自我推銷與主管工作獎賞推薦沒有顯著關係,但是當主管對部屬展現的自我推銷歸因為具工具型動機時,其關係會顯著削弱。研究結果亦指出,雖然部屬展現逢迎與其績效沒有顯著關係,但當主管對部屬的逢迎歸因為具工具型動機時,會有顯著負向關係。至於中介式調節的效果,本研究無法支持主管認知型信任與情感型信任是影響印象管理效能的中介角色。儘管如此,主管人際信任仍應視為影響印象管理效能的重要機制之一,並值得後續研究再次探討。
總的來說,本研究是第一個系統性地從主管歸因的觀點探討印象管理效能的研究。本研究理論貢獻是提供實證研究證據,回應了學者們對於探討此議題是刻不容緩的呼籲。亦即,本研究整合主管歸因,更完整探討其如何影響印象管理的效能。本研究實務貢獻是提供主管及部屬對主管歸因的重要性的參考依據。
Could manage impression backfire? Among Impression Management (IM) tactics, self-promotion and ingratiation have received most attention.Empirical studies indicate that effectiveness of self-promotion and ingratiation is inconsistent. Both self-promotion and ingratiation can be positively, negatively, and even non-significantly associated with work-related outcomes.
Currently,two lingering gapsare obvious IMresearch. First, previous conceptual studies indicated that the target audience’s attributions play an important role in determining IM effectiveness. However, so far, empirical evidence is so limited that we are unable to further clarify its potential influence.Second, research hardly systematically investigatesthe intermediate process of IM effectiveness. Thus, to date,the understanding of IM effectiveness is obviously insufficient.
As such, from supervisors’ attributional lens,this research attempts to examine whether subordinates’ IM can achieve what they wish. Moreover, this research infers that cognitive trust and affective trust can be viewed as the psychological process between IM and its effectiveness. This psychological process helps explain why subordinates’ IM can obtain positive outcomes.
Samples were from 160 subordinates with 44 supervisors in service industry. For the main effects, the research findings indicated that self-promotion is positively related to performance evaluation and ingratiation is positively related to p interpersonal liking. For the moderation effect, the research findings indicated that, when supervisors attribute subordinates’ self-promotion to be with instrumental motive, the positive relationship between self-promotion and performance evaluation is weakened. Besides, the research findings indicated that although self-promotion is non-significantly related to job reward recommendation, when supervisors attribute subordinates’ self-promotion to be with instrumental motive, the relationship is weakened. Moreover, although ingratiation is non-significantly related to performance evaluation, when supervisors attribute subordinates’ ingratiation to be with instrumental motive, the relationship becomes negative.Although the mediating role of supervisors’ interpersonal trust was not supported in this research, it is still a psychological process considered important.
To sum up, this research takes the first step to systematically examine how supervisors’ attributions influence IM effectiveness. This research offers theoretical implications by providing empirical evidence in response to previous call. This research also offers practical implications for supervisors and subordinates that supervisors’ attribution should take into consideration.
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