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系統識別號 U0026-0806201716570700
論文名稱(中文) 組織認同與員工投入:探討企業社會責任與倫理領導之調節效果
論文名稱(英文) The relationship between organizational identification and employee engagement: moderating effects of corporate social responsibility and ethical leadership
校院名稱 成功大學
系所名稱(中) 企業管理學系碩士在職專班
系所名稱(英) Department of Business Administration (on the job class)
學年度 105
學期 2
出版年 106
研究生(中文) 林宜蓁
研究生(英文) Yi-Chen Lin
學號 R47041123
學位類別 碩士
語文別 中文
論文頁數 67頁
口試委員 指導教授-王瑜琳
口試委員-陳寶蓮
口試委員-賴賢哲
中文關鍵字 組織認同  員工投入  企業社會責任  倫理領導 
英文關鍵字 organizational identification  employee engagement  corporate social responsibility  ethical leadership 
學科別分類
中文摘要 現今劇烈變動的環境下,企業社會責任與永續發展已經成為組織策略的重要因素。組織與內部利害關係人-員工的關係會直接影響組織的運行。本研究主要目的探討企業社會責任及倫理領導對於員工組織認同與員工投入之關係,採用社會認同理論、社會交換理論及社會學習理論解釋其關聯性。研究對象以台灣公開資訊觀測站2015年度符合GRI G4準則編列企業社會責任報告書之企業員工進行網路問卷調查,共有215份有效問卷。研究結果顯示員工的組織認同感與員工投入程度有正向顯著相關,而加入員工企業社會責任知覺或對領導者倫理風格知覺作為調節變數,在組織認同對員工投入中均沒有顯著影響力,表示員工對組織執行社會責任措施與領導者倫理風格的知覺無助於組織認同提高員工工作的投入程度。建議未來加強組織及主管與利害關係人之間的溝通,改善員工企業社會責任知覺及倫理領導風格的知覺,有助促進員工在工作中的投入程度。本研究所得到的結果期望能夠作為未來企業對利害關係人溝通社會責任的參考。
英文摘要 SUMMARY
The objective of this study was to investigate the moderating effects of the perceptions of corporate social responsibility (CSR) and ethical leadership on the relationship between employee organizational identification and employee engagement. Social identity, social exchange, and social learning theory were adopted to clarify the association between organizational identification and employee engagement and the moderating effects of the perceptions of CSR and ethical leadership. This study sample comprised employees of corporations with CSR reports, which were made according to the Global Reporting Initiative (GRI) G4 guidelines, posted on the Market Observation Post System website in Taiwan. We found that although organizational identification was significantly related to employee engagement, employee perceptions of CSR and the ethical style of company leadership did not contribute to cultivating the relationship between organizational identification and employee engagement.
Key words: organizational identification, employee engagement, corporate social responsibility, ethical leadership

INTRODUCTION
In the rapidly changing contemporary world, corporate social responsibility and sustainable development are crucial factors in developing organizational strategies. Corporate top management teams and other stakeholders are showing increasing interest in CSR. Through discretionary practices and corporate resource contributions, companies can improve societal well-being beyond their immediate financial interests and legal requirements. The objective of this study was to investigate the moderating effects of the perceptions of CSR and ethical leadership on the relationship between employee organizational identification and employee engagement. Social identity, social exchange, and social learning theory were adopted to clarify the association between organizational identification and employee engagement and the moderating effects of the perceptions of CSR and ethical leadership.

MATERIALS AND METHODS
This study sample comprised employees of corporations with CSR reports, which were made according to the Global Reporting Initiative (GRI) G4 guidelines, posted on the Market Observation Post System website in Taiwan. For sample selection, all CSR reports had to comply with these guidelines. Qualified participants were directed to an online survey hosted by the researchers. All survey items were measured using 5-point Likert-scales. After completion of the online survey and data cleaning, 215 usable responses were obtained.

RESULTS AND DISCUSSION
Linear regression analysis was used to empirically test the relationship between organizational identification and employee engagement and the moderating effects of employee perceptions of CSR and ethical leadership. The first regression detected a significant and positive relationship between organizational identification and employee engagement (β = 0.432, p < .001). Furthermore, organizational identification accounted for 18.3% of the total variance of employee engagement. The second regression indicated significant associations between organizational identification, employee engagement, and CSR but not between the three individual variables and Interaction (β = -0.044, p > .05). The interaction effect of organizational identification on employee engagement was nonsignificant because of the moderating effects of CSR perception. The third regression revealed no significant associations between organizational identification, employee engagement, and ethical leadership (β = 0.034, p > .05). Furthermore, the interaction effect of ethical leadership perception was nonsignificant.

CONCLUSION
In summary, only fair treatment from organizations resulted in a willingness to engage in working activities among team members, suggesting that a sense of organizational identification is crucial for creating an environment and collective mindset that promote employee work engagement. Previous studies have reported that building trust and employee identification through internal communication can benefit employees and organizations. Thus, we suggest that internal communication should be enhanced to improve the perceptions of the corporate social responsibility of a company and ethical leadership of supervisors, thereby enabling employees to feel more engaged and establish trust with their supervisors. In addition, it is a crucial cornerstone of sustainable development of enterprises.
論文目次 摘要 I
EXTENDED ABSTRACT II
誌謝 IV
目錄 V
表目錄 VII
圖目錄 VIII
第一章緒論 1
第一節研究背景 1
第二節研究動機 4
第三節研究目的 5
第二章文獻回顧及研究假設 6
第一節組織認同(ORGANIZATIONAL IDENTIFICATION) 6
第二節員工投入(EMPLOYEE ENGAGEMENT) 9
第三節企業社會責任(CORPORATE SOCIAL RESPONSIBILITY) 13
第四節倫理領導(ETHICAL LEADERSHIP) 16
第三章研究方法 19
第一節研究設計 19
第二節研究變項之衡量 20
第三節研究樣本 25
第四節資料蒐集 25
第五節資料分析 26
第四章結果 27
第一節各構面之因素分析及信度分析 27
第二節資料分析 35
第三節假說檢定 40
第五章結論與建議 47
第一節結論 47
第二節討論 49
第三節實務意涵 52
第四節研究限制 52
第五節未來建議與發展 54
參考文獻 55
附錄 62
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