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系統識別號 U0026-0306201812052500
論文名稱(中文) The relationship between Conscientiousness and employee’s job performance: The mediating effect of LMX and Stressors
論文名稱(英文) The relationship between Conscientiousness and employee’s job performance: The mediating effect of LMX and Stressors
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 106
學期 2
出版年 107
研究生(中文) 陸潤龍
研究生(英文) Jun-Lung Lu
學號 RA7041193
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-楊曉瑩
口試委員-張巍勳
中文關鍵字 主管與下屬的關係  人格特質  責任心  工作績效  五大人格特質  挑戰壓力源  障礙壓力源 
英文關鍵字 LMX  Personality  Conscientiousness  Job Performance  Big five  Hindrance stressor  Challenge stressor. 
學科別分類
中文摘要 人格特質在思維,感覺和行為的不確定模式中起著重要作用。 關於五大核心特徵的結構和定義的研究有很多種。 在這五大人格特質方面,責任心得到了組織行為和人力資源學者的廣泛關注。 在本研究中,我們嘗試理解人格 - 責任心,主管與下屬的關係(LMX),挑戰壓力源和障礙壓力源與工作績效之間的關係。 此次共發出200份問卷,收到134份完成問卷,累計達64%。 問卷分析結果顯示責任心與主管與下屬的關係(LMX)和工作績效之間存在正相關的關係。 但是,不支持壓力和工作績效的結果。這可能是由於組織內的分配不明確或其他人格特質的影響,如自我效率,參與度,討論,限制和未來建議也包括在內。
英文摘要 Personality plays an important part in an indefinable pattern of thinking, feeling, and behavior. There are many kinds of research on the structure and definition of the five core features. In these five aspects, conscientiousness has received widespread attention from organizational behavior and human resources scholars. For this study we try to understand the relationship between Personality-Conscientiousness, LMX, Challenge stressor and Hindrance stressor to job performance. Totally 200 questionnaires sent out, we received 134 completed questionnaire sets which accumulated for 64%. The result of questionnaire analysis shows positive relationship between Conscientiousness with LMX and Job performance. However, the result of Stressor and Job performance is not supported. This may cause by unclear assignment of organization or other personality like self-efficient, Engagement. Discussion, limitation and future suggestion are also included.
論文目次 Catalogue
ABSTRACT
ACKNOWLEDGEMENTS
CATALOGUE
LIST OF TABLES
LIST OF FIGURES
CHAPTER ONE INTRODUCTION 1
1.1 Research Background and Motivation 1
1.2 Research objective 6
1.3 Research Procedure 7
1.4 Research Outline 8
CHAPTER TWO LITERATURE REVIEW 9
2.1 Definition of Constructs 9
2.1.1 Conscientiousness 9
2.1.2 Stressor Theory 10
2.1.3 Hindrance stressors 11
2.1.4 Challenge stressors 12
2.1.5 LMX (Leader Member Exchange) 13
2.2 Conscientiousness and LMX (Leader-Member Exchange) 14
2.3 Conscientiousness and stressors 16
2.4 LMX and Hindrance and Challenge stressors 18
2.5 Stressor relate to work performance 19
CHAPTER THREE RESEARCH METHODS 22
3.1 Research model and Hypothesis 22
3.2 Research Sample. 23
3.3 Construct Measurement. 24
3.4 Statistical analysis method. 28
3.4.1 Descriptive statistics analysis 28
3.4.2 Factor loading analysis 28
3.4.3 Reliability Analysis 28
3.4.4 Validity Analysis 29
3.4.5 T-test 29
3.4.6 CMV 29
3.4.7 Hierarchical Regressions 29
3.5 Control Variables. 30
3.5.1 Gender 30
3.5.2 Age 31
3.5.3 Firm Tenure 31
CHAPTER FOUR 32
RESEARCH ANALYSIS AND RESULTS 32
4.1 Sampling and Data Collection Procedure 32
4.2 Characteristics of Respondents 33
4.3 Reliability test with variables 35
4.3.1 Cronbach α with Challenge stressor 35
4.3.2 Cronbach α with Hindrance stressor 36
4.3.3 Cronbch α with LMX 37
4.3.4 Cronbach α with Conscientiousness 38
4.3.5 Cronbach α with Performance 39
4.4 Confirmatory Factor Analysis (CFA) 40
4.4.1 Result of CFA1-Challenge Stressor 40
4.4.2 Result of CFA1-Hindrance Stressor 42
4.4.3 Result of CFA1-LMX 42
4.4.4 Result of CFA1-Conscientiousness 44
4.4.5 Result of CFA1-Performance 46
4.5 Result of CMV 46
4.6 Result of CFA2 47
4.7 Result of T-test 48
4.8 Result of Pearson’s correlation coefficient 50
4.9 Hypotheses testing P-value approach 51
4.9.1 Mediate effect Analysis-Mediating effect of LMX on the relationship between Conscientiousness and Job performance 51
4.9.2 Mediate effect Analysis-Mediating effect of Challenge stressor on the relationship between LMX and Job performance 54
4.9.3 Mediate effect Analysis-Mediating effect of Hindrance stressor on the relationship between LMX and Job performance 55
4.9.4 Mediate effect Analysis-Mediating effect of Challenge stressor on the relationship between Conscientiousness and Job performance 57
CHAPTER FIVE 60
CONCLUSION AND SUGGESTION 60
5.1 Research Conclusion 60
5.1.1 The relationship between Conscientiousness, LMX and Job performance 60
5.1.2 The relationship between Challenge stressor, LMX and Job performance 61
5.1.3 The relationship between Hindrance stressor, LMX and Job performance 62
5.2 Research contribution 62
5.2.1 Contribution into Personality literature 62
5.2.2 Contribution into LMX literature 63
5.3 Application 63
5.4 Implication for manager 64
5.5 Limitation and Suggestion for future study 64
REFERENCE 66
APPENDICES 75

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Banks, G. C., Batchelor, J. H., Seers, A., O'Boyle, E. H., Pollack, J. M., & Gower, K. (2014). What does team–member exchange bring to the party? A meta‐analytic review of team and leader social exchange. Journal of Organizational Behavior, 35(2), 273-295.
Barrick, M. R., Stewart, G. L., & Piotrowski, M. (2002). Personality and job performance: Test of the mediating effects of motivation among sales representatives. Journal of Applied Psychology, 87(1), 43.
Bauer, T. N., Erdogan, B., Liden, R. C., & Wayne, S. J. (2006). A longitudinal study of the moderating role of extraversion: Leader-member exchange, performance, and turnover during new executive development. Journal of Applied Psychology, 91(2), 298.
Bauer, T. N., & Green, S. G. (1996). Development of leader-member exchange: A longitudinal test. Academy of Management journal, 39(6), 1538-1567.
Berne, C., Mugica, J. M., & Rivera, P. (2005). The managerial ability to control the varied behaviour of regular customers in retailing: Interformat differences. Journal of Retailing and Consumer Services, 12(3), 151-164.
Berry, C. M., Ones, D. S., & Sackett, P. R. (2007). Interpersonal deviance, organizational deviance, and their common correlates: a review and meta-analysis: American Psychological Association.
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Booth‐Kewley, S., & Vickers, R. R. (1994). Associations between major domains of personality and health behavior. Journal of personality, 62(3), 281-298.
Bowling, N. A. (2010). Effects of job satisfaction and conscientiousness on extra-role behaviors. Journal of Business and Psychology, 25(1), 119-130.
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Colquitt, J. A., Conlon, D. E., Wesson, M. J., Porter, C. O., & Ng, K. Y. (2001). Justice at the millennium: a meta-analytic review of 25 years of organizational justice research: American Psychological Association.
Conger, J. A., & Kanungo, R. N. (1988). The empowerment process: Integrating theory and practice. Academy of management review, 13(3), 471-482.
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Costa, P. T., & McCrae, R. R. (1992). Normal personality assessment in clinical practice: The NEO Personality Inventory. Psychological assessment, 4(1), 5.
Costa, P. T., McCrae, R. R., & Dye, D. A. (1991). Facet scales for agreeableness and conscientiousness: A revision of the NEO Personality Inventory. Personality and individual Differences, 12(9), 887-898.
Culbertson, S. S., Huffman, A. H., & Alden-Anderson, R. (2009). Leader–member exchange and work–family interactions: The mediating role of self-reported challenge-and hindrance-related stress. The journal of psychology, 144(1), 15-36.
Dawson, K. M., O'Brien, K. E., & Beehr, T. A. (2016). The role of hindrance stressors in the job demand–control–support model of occupational stress: A proposed theory revision. Journal of Organizational Behavior, 37(3), 397-415.
De Jong, A., Song, M., & Song, L. Z. (2013). How lead founder personality affects new venture performance: The mediating role of team conflict. Journal of management, 39(7), 1825-1854.
Deluga, R. J. (1998). Leader-member exchange quality and effectiveness ratings: The role of subordinate-supervisor conscientiousness similarity. Group & Organization Management, 23(2), 189-216.
Eschleman, K. J., Bowling, N. A., & LaHuis, D. (2015). The moderating effects of personality on the relationship between change in work stressors and change in counterproductive work behaviours. Journal of Occupational and Organizational Psychology, 88(4), 656-678.
Flickinger, M., Allscher, M., & Fiedler, M. (2016). The mediating role of leader–member exchange: a study of job satisfaction and turnover intentions in temporary work. Human Resource Management Journal, 26(1), 46-62. doi:10.1111/1748-8583.12091
Gallagher, V. C., & Meurs, J. A. (2015). Positive affectivity under work overload: Evidence of differential outcomes. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l'Administration, 32(1), 4-14.
Ghani, N. M. A., Yunus, N. S. N. M., & Bahry, N. S. (2016). Leader's Personality Traits and Employees Job Performance in Public Sector, Putrajaya. Procedia Economics and Finance, 37, 46-51.
Goldberg, L. R. (1992). The development of markers for the Big-Five factor structure. Psychological assessment, 4(1), 26.
Graen, G., & Cashman, J. F. (1975). A role-making model of leadership in formal organizations: A developmental approach. Leadership frontiers, 143, 165.
Graen, G., Grace, M., & Canedo, J. (2016). A new approach to integrating information technology and human resource science within the evolving design movement: Training teams and professional coaches in implementing proper information applications and team leadership in innovation design teams. IT and HR Journal.
Graen, G., Novak, M. A., & Sommerkamp, P. (1982). The effects of leader—member exchange and job design on productivity and satisfaction: Testing a dual attachment model. Organizational behavior and human performance, 30(1), 109-131.
Graen, G. B., & Schiemann, W. A. (2013). Leadership-motivated excellence theory: An extension of LMX. Journal of Managerial Psychology, 28(5), 452-469.
Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The leadership quarterly, 6(2), 219-247.
Grant, A. M., & Ashford, S. J. (2008). The dynamics of proactivity at work. Research in organizational behavior, 28, 3-34.
Harris, K. J., Wheeler, A. R., & Kacmar, K. M. (2009). Leader–member exchange and empowerment: Direct and interactive effects on job satisfaction, turnover intentions, and performance. The leadership quarterly, 20(3), 371-382.
Heller, K., & Rook, K. S. (1997). Distinguishing the theoretical functions of social ties: Implications for support interventions.
Hershcovis, M. S., Turner, N., Barling, J., Arnold, K. A., Dupré, K. E., Inness, M., . . . Sivanathan, N. (2007). Predicting workplace aggression: a meta-analysis: American Psychological Association.
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