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系統識別號 U0026-0302201518142600
論文名稱(中文) 員工自我效能與網絡能力對主管與部屬交換品質的影響:組織公民行為的中介角色
論文名稱(英文) Converting Individual Self-Efficacy and Networking Ability into Constructive Leader-Member Exchange Quality: The Role of Organizational Citizenship Behavior
校院名稱 成功大學
系所名稱(中) 國際經營管理研究所碩士在職專班
系所名稱(英) Institute of International Management (IIMBA--Master)(on the job class)
學年度 103
學期 1
出版年 104
研究生(中文) 黃韻珊
研究生(英文) Yun-Shan Huang
學號 RA7011198
學位類別 碩士
語文別 英文
論文頁數 53頁
口試委員 指導教授-林豪傑
口試委員-謝惠璟
口試委員-史習安
中文關鍵字 自我效能  網絡能力  組織公民行為  主管與部屬交換品質 
英文關鍵字 Self-efficacy  Organizational citizenship behavior  Networking ability  Leader-member-exchange 
學科別分類
中文摘要 組織公民行為及主管與部屬交換品質對於組織行為的重要性已經被廣泛探討,然而此二觀點間的關係至今僅受到有限度的關注。為了填補此一文獻缺口,本研究採用社會交換理論來檢視自我效能與網絡能力對於主管與部屬交換品質(LMX)的影響,並檢視組織公民行為(OCB)為中介角色。
本研究樣本來自台灣64家企業的370對員工及主管,資料採配對方式蒐集,分析結果顯示OCB對於LMX有正面影響,自我效能及網絡能力對LMX有正向影響,但與OCB無正面關聯。
本研究藉由檢視LMX的前因變項而對社會交換理論有所貢獻,研究結果可以協助管理者思考如何提升與部屬的關係。本研究也討論了相關研究意涵與未來研究方向。
英文摘要 Prior research has underlined the significance of the concepts of Organizational Citizenship Behavior (OCB) and Leader-Member-Exchange (LMX) for organizations’ behavioral, attitudinal, and task outcomes. However, few studies have juxtaposed the two related research streams. This research aims to fill in the gap by applying the social exchange theory (SET) to examine how individual self-efficacy and networking ability affect OCB, and thus advance the LMX quality between supervisors and their direct subordinates.
Analytical results by collecting data with a dyadic approach from 370 pairs of respondents in 64 companies in Taiwan reveal that OCB indeed can advance LMX. Contrary to our prediction, however, self-efficacy and networking ability do not exert positive effects on OCB although they have directly positive effects on LMX.
This study makes contributions to the social exchange theory by identifying the antecedents of LMX quality. It highlights the significance of individual human and social capital in advancing supervisor-subordinate relationships in an organization. Implications and directions for future research are also discussed as well.
論文目次 ABSTRACT IV
摘要 V
ACKNOWLEDGEMENTS I
TABLE OF CONTENTS I
LIST OF TABLES IV
LIST OF FIGURES V
CHAPTER ONE INTRODUCTION 1
1.1 Research Background 1
1.2 Research Objectives and Contributions 3
1.3 Research Procedure 4
1.4 Paper Structure 5
CHAPTER TWOLITERATURE REVIEW 6
2.1 Theoretical Background 6
2.2 Definitions of Research Variables 7
2.2.1 Self-Efficacy 7
2.2.2 Networking Ability 8
2.2.3 Organizational Citizenship Behavior 9
2.2.4 Leader-Member Exchange 10
2.3 Development of Research Hypotheses 11
2.3.1 The Relationship between Self-Efficacy and Organizational Citizenship Behavior (OCB) 11
2.3.2 The Relationship between Networking Ability and Organizational Citizenship Behavior (OCB) 12
2.3.3 The Relationship between Organizational Citizenship Behavior (OCB) and Leader-Member exchange Quality (LMX) 13
2.3.4 The Associations between Self-Efficacy, Organizational Citizenship Behavior (OCB) and Leader-Member Exchange Quality (LMX) 14
2.3.5 The Associations between Networking Ability, Organizational Citizenship Behavior (OCB) and Leader-Member Exchange Quality (LMX) 15
CHAPTER THREERESEARCH DESIGN AND METHODOLOGY 17
3.1 Conceptual Model 17
3.2 Sampling Plan 17
3.3 Summary of Hypotheses 18
3.4Definitions of Variables and Measurements 18
3.4.1 Self-Efficacy 19
3.4.2 Networking Ability 19
3.4.3 Organizational Citizenship Behavior (OCB) 20
3.4.4 Leader-Member Exchange Quality (LMX) 20
3.5 Control Variables 21
3.5.1 Age 21
3.5.2 Gender. 21
3.5.3 Martial Status 22
3.5.4 Level of Position 22
3.5.5 Education 22
3.6 Method of Analysis 23
3.6.1 Confirmatory Factor Analysis (CFA) 23
3.6.2 Reliability Test 23
3.6.3 Pearson Correlation 24
3.6.4 Structural Equation Modeling (SEM) 24
CHAPTER FOUR RESEARCH RESULTS 25
4.1Method of Analysis 25
4.1.1 Data Collection 25
4.2 Confirmatory Factor Analysis 26
4.3 Reliability Test and Validity Test 30
4.4 Mean, Standard Deviation, and Pearson Correlation 31
4.5 Structural Equation Model 34
4.5.1 The Overall Model 34
CHAPTER FIVE CONCLUSION AND SUGGESTIONS 38
5.1 Discussions of Hypotheses 38
5.2 Managerial Implications and Suggestions 40
5.3 Limitations and Future study 41
REFERENCES 43
APPENDIX 48
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