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題名:大學行政人員知覺校長正向領導、心理資本、敬業奉獻與工作效能關係之研究
作者:張同廟 引用關係
校院名稱:國立高雄師範大學
系所名稱:成人教育研究所
指導教授:蔡培村
學位類別:博士
出版日期:2017
主題關鍵詞:大學行政人員工作效能心理資本校長正向領導敬業奉獻
原始連結:連回原系統網址new window
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本研究旨在探討大學行政人員對校長正向領導、心理資本、敬業奉獻與工作效能的知覺現況;分析不同行政人員背景變項在校長正向領導、心理資本、敬業奉獻與工作效能的知覺差異情形;探討校長正向領導、心理資本、敬業奉獻與工作效能間之相關情形;建構校長正向領導、心理資本與敬業奉獻對工作效能之關係模式;分析心理資本與敬業奉獻在校長正向領導與工作效能間中介情形。本研究採用問卷調查法,以大學行政人員為研究對象,考量各大學屬性與行政人員數不同,共抽取31所,抽取900位進行調查,合計回收問卷847份,有效問卷為802份,問卷可用率94.7%。有效問卷所得資料以平均數、標準差、t考驗、單因子變異數分析、積差相關分析與結構方程模型進行各項研究假設之驗證。本研究將所獲致之結論歸納如下:
一、大學行政人員在校長正向領導、心理資本、敬業奉獻與工作效能之整體與分層面上皆具有中上程度之知覺。
二、不同背景教育人員在校長正向領導、心理資本、敬業奉獻與工作效能整體與分層面的知覺大多有顯著差異。
三、校長正向領導、心理資本、敬業奉獻與工作效能彼此之間皆存在顯著正相關,當行政人員對校長正向領導、心理資本、敬業奉獻的知覺程度愈高,其工作效能的表現也會愈高。
四、校長正向領導、心理資本、敬業奉獻與工作效能之結構方程模式的適配度情形良好。
五、校長正向領導會透過心理資本或敬業奉獻對工作效能產生中介效果,也可連結心理資本與敬業奉獻兩者產生中介效果,且間接效果皆高於直接效果。
最後,本研究根據調查研究發現與結論,提出對大學與校長、行政人員與未來研究之建議。
The purposes of this study were to investigate the situation, to analyze the differences, explore the relationship, to construct the structural model which administrative staffs in the universities perceived their presidents’ positive leadership, psychological capital, work engagement, and job effectiveness, and then to explore the mediation effects of psychological capital and work engagement on presidents’ positive leadership. This study adopted the questionnaire survey to investigate 900 administrative staffs from 31 universities as research participants. There were 847 retrieval questionnaires, but there were 802 useful ones. The availability of questionnaires was 94.7%. This study was to test the hypotheses with statistical methods, including descriptive statistics, t test, one-way ANOVA, Pearson’s correlation, and structural equation modeling. The findings of this study were as follows, 1. Administrative staffs in universities were a high-intermediate perception of presidents’ positive leadership, psychological capital, work engagement and job effectiveness on university administrative staffs.
2. There were significant differences on presidents’ positive leadership, psychological capital, work engagement, and job effectiveness for different background staffs.
3. There were significant correlations among presidents’ positive leadership, psychological capital, work engagement, and job effectiveness. The higher presidents’ positive leadership, psychological capital, and work engagement staffs perceived, the higher job effectiveness they performed.
4. The structural equation model were a goodness of fit indicators among presidents’ positive leadership, psychological capital, work engagement and job effectiveness.
5. There were significant mediation effects of presidents’ positive leadership on job effectiveness through psychological capital or work engagement. It also can be linked to psychological capital and work engagement both produce more critical mediation effect, the indirect effect was higher than the direct one.
Finally, based on the findings and conclusions, some comments and suggestions were provided for presidents, administrative presidential, and research in the future.
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