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系統識別號 U0026-0108201916460000
論文名稱(中文) 領導者親和型與嘲諷型幽默對員工情感與工作績效的影響
論文名稱(英文) The effect of leader’s affiliative and aggressive humor toward employee’s emotion and job performance
校院名稱 成功大學
系所名稱(中) 國際企業研究所
系所名稱(英) Institute of International Business
學年度 107
學期 2
出版年 108
研究生(中文) 黃意清
研究生(英文) Hartaty Wijaya
學號 R66065021
學位類別 碩士
語文別 英文
論文頁數 79頁
口試委員 指導教授-史習安
口試委員-顏郁芳
口試委員-簡俊成
中文關鍵字 親和型幽默  嘲諷型幽默  領導引發的情緒  情緒活力  情緒疲憊  工作績效 
英文關鍵字 affiliative humor  aggressive humor  leader triggered emotions  emotional vitality  emotional exhaustion  job performance 
學科別分類
中文摘要 本研究目的是來探討如何兩個不同型的領導者幽默感會影響員工情感與工作績效。 由於領導者是員工的榜樣,因此我們認為領導為給予者和員工將成為接受者,因為員工會受到心理上的影響。這種情況最終會影響他們的行為以及工作績效在組織裡。一開始本研究探討的內容為領導者親和型幽默對領導引發正面情緒的關係,以及領導者嘲諷型幽默對領導引發敷面情緒的關係。而兩個關係的結果為正面相關。
此外,情緒調節可以緩和領導者親和型幽默對領導引發正面情緒的關係。基於領導者引發的情緒,員工將通過心理狀態做出反應,他們會感到遊活力或疲憊。之後,由於這種心理狀態出現了,這會影響到員工的行為。本研究表明,情緒活力調節領導者引發正面情緒與工作績效之間的關係。而情緒疲憊並沒有調解領導者引發負面情緒與工作表現之間的關係。 根據目前的研究,為了提高員工的工作績效,領導者可以考慮將幽默作為他們與員工的溝通方式,讓員工在工作場所可以更快樂。
英文摘要 The study purposes for examining the effect of two kinds of different humor in leadership toward employee emotion and performance. Since leaders are the role model for employees, we assumed that leaders as giver and employees will become the receiver as they will be affected psychologically. This situation will eventually shape their behavior and further affect their work performance in organization. We covered our study by examining the relationship of affiliative humor toward leader triggered positive emotion and aggressive humor toward leader triggered negative emotion. The result showed that both relationships positively related.
Furthermore, emotional regulation moderates the effect of aggressive humor toward leader triggered positive emotion. Next, based on leader triggered emotion, employee will response through psychological state either they will feel alive or exhausted. After that, since this psychological state is showed up, this will take effect on how employees behaved. This study showed that emotional vitality mediates the positive relationship of leader triggered negative emotion to job performance. Following by emotional exhaustion doesn’t mediates the relationship of leader triggered negative emotion to job performance. Based on current study, to improve employees job performance, leaders might consider to use humor as their communication tactics with employees, that the use of humor to let employees more happy in workplace.
論文目次 ABSTRACT II
摘要 III
ACKNOWLEDGES IV
TABLE OF CONTENTS V
LIST OF TABLES IX
LIST OF FIGURES X
CHAPTER ONE INTRODUCTION 1
1.1 Research Background and Motivation 1
1.2 Research Questions 4
1.3 Research Structure 4
CHAPTER TWO LITERATURE REVIEW 6
2.1 Affiliative humor and leader-triggered positive emotion 9
2.2 Aggressive humor and leader-triggered negative emotion 10
2.3 The mediating role of psychological state 11
2.3.1 Leader triggered positive emotion, emotional vitality, and job performance 13
2.3.2 Leader triggered negative emotion, emotional exhaustion, and job performance 14
2.4 The moderating effect of member power distance toward affiliative humor and leader triggered positive emotion 15
2.5 The moderating effect of emotional regulation toward aggressive humor and leader triggered negative emotion 17
CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY 19
3.1 Research Framework 19
3.2 Research Hypotheses 20
3.3 Measurement 21
3.3.1 Sense of humor 21
3.3.2 Leader triggered emotions 21
3.3.3 Emotional vitality 22
3.3.4 Emotional exhaustion 22
3.3.5 Member power distance 22
3.3.6 Emotional regulation 22
3.3.7 Job performance 22
3.3.8 Control variables 23
3.4 Questionnaire Design 23
3.4.1 Affiliative humor 23
3.4.2 Aggressive humor 24
3.4.3 Leader triggered positive emotion 25
3.4.4 Leader triggered negative emotion 26
3.4.5 Emotional vitality 26
3.4.6 Emotional exhaustion 27
3.4.7 Member power distance 28
3.4.8 Emotional regulation 28
3.4.9 Job performance 29
3.4.10 Control variables 29
3.5 Data Analysis Methods 30
3.5.1 Descriptive statistical analysis 30
3.5.2 Reliability analysis 31
3.5.3 Confirmatory factor analysis (CFA) and Validity analysis 31
3.5.4 Pearson correlation coefficient 32
3.5.5 Common method variance (CMV) and Non-response bias 32
3.5.6 Hierarchical multiple regression analysis 33
CHAPTER FOUR RESEARCH RESULTS 34
4.1 Descriptive Analysis 35
4.2 Reliability Analysis 36
4.3 Confirmatory Factor Analysis 37
4.4 Common Method Variance 39
4.5 Non-Response Bias 40
4.6 Pearson Correlation 41
4.7 Hypotheses Testing 43
4.7.1 Regression Analysis 44
4.7.1.1 Affiliative Humor, Leader Triggered Positive Emotion, and Member Power Distance 44
4.7.1.2 Aggressive Humor, Leader Triggered Negative Emotion, and Emotional Regulation 46
4.7.1.3 Leader Triggered Emotions, Psychological State, and Job Performance 48
CHAPTER FIVE CONCLUSION AND DISCUSSIONS 50
5.1 Theoretical Implications and Research Contributions 53
5.2 Practical Implications 54
5.3 Limitations and Future Research 55
REFERENCES 56
APPENDICES 62
Questionnaire for Leader (Chinese Version) 62
Questionnaires for Employee (Chinese Version) 67
Questionnaires for Leader (English Version) 71
Questionnaire for Employee (English Version) 76
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