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題名：台灣職場偏差行為量表之發展與驗證
作者：林世澤 引用關係
作者(外文)：Shih-Tse Lin
校院名稱：國立臺灣科技大學
系所名稱：企業管理系
指導教授：邱淑芬
學位類別：博士
出版日期：2015
主題關鍵詞：職場偏差行為；量表發展；建構效度；workplace deviant behavior；scale development；construct validation
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職場偏差行為(workplace deviant behavior)係指員工違反重要組織規範的自願性行為，這類行為會對組織和員工造成傷害，也會對企業造成直接與間接成本損失。因為員工偏差行為對組織與社會所造成的影響，學者開始重視員工偏差行為的研究。
目前台灣職場偏差行為研究大多採用國外學者所發展之量表，然而華人文化與西方文化有顯著差異，因此本研究之目的在進行台灣職場偏差行為量表之發展與驗證。
本研究主要依據Hinkin (1998)發展量表的作法，收集677項職場偏差範例，經由事例整合、分類與審查後，定出49題職場偏差行為題項，透過329位在職學生的問卷調查與探索性因素分析結果，將台灣職場偏差行為分成六構面27題。
其次，透過383位在職學生問卷調查與驗證性因素分析法，進行共線性、組成信度、收斂與區別效度驗證，確認職場偏差行為量表包括：自利偏差行為(4題)、言語霸凌偏差行為(5題)、影響團隊和諧偏差行為(3題)、對同事態度不佳偏差行為(3題)、違反管理規範偏差行為(3題) 與對主管態度不佳偏差行為(3題)，共21題。本研究發現影響團隊和諧偏差為主要台灣職場偏差行為之主要構面。
在關聯效度分析方面，本研究驗證主管不當督導與職場偏差行為六構面，均有顯著正向關係；組織公平、親和性、審慎性與職場偏差行為六構面，均有顯著負向關係。本研究針對結果之管理意涵、研究限制及未來研究方向進行討論。
關鍵字：職場偏差行為、量表發展、建構效度
Workplace deviant behavior (WDB) can be defined as voluntary behavior that violates organizational norms and may harm the organization, its employees, or both (Robinson & Bennett, 1995). It may bring a lot of direct and indirect costs to organizations. Scholars have increasingly paid attention to investigate employee deviant behaviors.
Up to date, Taiwanese scholars mostly adopt western workplace deviance behavior scale to conduct WDB research. Since there are significant differences between Chinese culture and Western culture, this study intends to develop and validate a workplace deviant behavior scale in Taiwan.
Following Hinkin’s (1998) scale development procedures, this study first collected 677 incidents of workplace deviant behavior. After experts review and classification processes, 49 items of deviant behaviors were generated. Next, using data collected from 329 respondents, results of exploratory factor analyses revealed a six-factor solution for a 27-item deviant behavior scale.
Using data collected from 383 respondents, results of confirmatory factor analyses resulted in a six-factor solution for a 21-item deviant behavior scale, including self-interest deviant behavior (4 items), verbal bullying deviant behavior (5 items), harming team harmonious deviant behavior (3 items), coworker-directed deviance behavior (3 items), violating management regulation deviant behavior (3 items), and supervisor-directed deviant behavior (3 items). Harming team harmonious deviant behavior is the main emic factor in Taiwan deviant behaviors.
As to criterion-related validity, this study found positive correlations between the six factors and abusive supervision, and negative correlations between the six factors and agreeableness, conscientiousness, and organizational justice. Limitations and implications of the study results for future research directions are discussed.
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