進階搜尋


   電子論文尚未授權公開,紙本請查館藏目錄
(※如查詢不到或館藏狀況顯示「閉架不公開」,表示該本論文不在書庫,無法取用。)
系統識別號 U0026-1105202014252600
論文名稱(中文) 探討高績效工作系統、知覺主管支持、內在動機與員工敬業度之間的關係:以臺灣銀行業之一線服務從業人員為研究對象
論文名稱(英文) Mapping the relationships between high-performance work systems, perceived supervisory support, intrinsic motivation and employee engagement: a study of the banking FLSE in Taiwan
校院名稱 成功大學
系所名稱(中) 企業管理學系
系所名稱(英) Department of Business Administration
學年度 108
學期 2
出版年 109
研究生(中文) 柯伊珊
研究生(英文) I-Shan Ko
學號 R46074050
學位類別 碩士
語文別 中文
論文頁數 66頁
口試委員 指導教授-王瑜琳
口試委員-賴賢哲
口試委員-楊佳翰
中文關鍵字 高績效工作系統  知覺主管支持  員工敬業度  內在動機  銀行業  一線服務從業人員 
英文關鍵字 high-performance work systems  perceived supervisory support  employee engagement  intrinsic motivation  banking 
學科別分類
中文摘要 高績效工作系統為近十年來受到廣泛討論的人力資源管理措施,用以因應多變且競爭的環境,增強員工技能與承諾,進而提升組織的整體績效。本研究希望探討臺灣銀行業之一線服務從業人員對於高績效工作系統的感受,了解此人力資源管理措施的運作是否真能提升員工的工作成果-員工敬業度,另外也將主管支持以及員工本身的內在動機分別設為中介變項與調節變項,藉此探究影響分行之一線服務從業人員工作表現與態度的過程和要素。本研究透過問卷調查的方式,蒐集來自第一商業銀行、合作金庫商業銀行、玉山商業銀行之分行共227份有效問卷(回收率82.014%),分析結果支持所有研究假設,高績效工作系統之感受與知覺主管支持具有正向顯著的關係,知覺主管支持與員工敬業度具有正向顯著關係,而知覺主管支持在高績效工作系統之感受與員工敬業度之間存在顯著的中介效果,內在動機在知覺主管支持與員工敬業度之間具有正向強化的調節效果;然而,因本研究獨特的樣本特性產生與過去文獻賦予內在動機重要角色的結果有所不同,理論意涵與實務意涵將於結論進行探討,研究結果將針對本研究樣本與組織性質的差異進行分析並與霍夫斯泰德的文化維度理論(Hofstede’s Cultural Dimensions Theory)連結,藉以提供實務上之人力資源管理建議。
英文摘要 High-performance work systems (HPWS) have been highly discussed over the last decade. In the changing and competitive environment, HPWS is a human resource practice to enhance employees’ ability and commitment, thereby increase the overall performance of organization. We hope to map the relationship between HPWS and employee engagement in the frontline service employees (FLSE) in the banking sector. Results are based on the sample of 227 banking FLSE in Taiwan, and all hypotheses of our study are supported. First, perceived HPWS is significantly positive related to perceived supervisory support. Second, perceived supervisory support is positive significantly associated with employee engagement. Third, perceived supervisory support is mediating the relationship between perceived HPWS and employee engagement. Last, intrinsic motivation is a moderator between perceived supervisory support and employee engagement. However, due to the unique characteristics in our sample, we found the different perspective in previously published paper between perceived supervisory support and intrinsic motivation. In addition to the difference in samples and organizations, we also link the results to Hofstede’s cultural dimensions. Our study will conclude with a discussion, implication in practice and suggestions for the research in the future.
論文目次 摘要 I
SUMMARY II
致謝 V
目錄 VI
表目錄 VII
圖目錄 VII
第一章 緒論 1
第一節 研究背景 1
第二節 研究動機 2
第三節 研究目的 3
第二章 文獻回顧及研究假設 4
第一節 高績效工作系統(High-Performance Work Systems) 4
第二節 知覺主管支持(Perceived Supervisory Support) 7
第三節 員工敬業度(Employee Engagement) 9
第四節 內在動機(Intrinsic Motivation) 12
第五節 理論基礎 14
第三章 研究方法 16
第一節 研究設計 16
第二節 研究變項之衡量 17
第三節 研究樣本 21
第四節 資料蒐集 22
第五節 資料分析 23
第四章 結果 24
第一節 各變數構面之因素分析及信度分析 24
第二節 資料分析 31
第三節 假說檢定 36
第五章 結論 43
第一節 結論 43
第二節 討論 45
第三節 理論意涵 50
第四節 實務意涵 50
第五節 研究限制 52
第六節 未來建議與發展 53
參考文獻 54
附錄 64
參考文獻 中文文獻
方瑗婷(2013)。「人力資源措施、組織認同、情緒勞務、一線員工工作滿意度、知覺主管支持之研究:以餐飲業一線員工為研究對象」,國立成功大學企業管理學系碩士論文。
莊世杰、黃千容、許信仁(2014)。理財專員職業道德知覺對工作績效的影響-兼論工作年資與主管支持的干擾效果」。商業現代化學刊,第七卷第三期,219-244。
英文文獻
Agnihotri, R., Rapp, A. A., Andzulis, J. M., & Gabler, C. B. (2014). Examining the drivers and performance implications of boundary spanner creativity. Journal of Service Research, 17(2), 164-181.
Albrecht, S. (2010). Handbook of employee engagement: Perspectives, issues, research and practice. England: Edward Elgar Publishing Ltd.
Alfes, K., Truss, C., Soane, E. C., Rees, C., & Gatenby, M. (2013). The relationship between line manager behavior, perceived HRM practices, and individual performance: Examining the mediating role of engagement. Human Resource Management, 52(6), 839-859.
Allen, D. G., Shore, L. M., & Griffeth, R. W. (2003). The role of perceived organizational support and supportive human resource practices in the turnover process. Journal of Management, 29(1), 99-118.
Amabile, T. M. (1983). The social psychology of creativity: A componential conceptualization. Journal of Personality and social Psychology, 45(2), 357-376.
Andersén, J., & Andersén, A. (2019). Are high-performance work systems (HPWS) appreciated by everyone? The role of management position and gender on the relationship between HPWS and affective commitment. Employee Relations: The International Journal, 41(5), 1046-1064.
Appelbaum, E., Bailey, T., Berg, P., Kalleberg, A. L., & Bailey, T. A. (2000). Manufacturing advantage: Why high-performance work systems pay off. Ithaca, New York, United States: Cornell University Press.
Aryee, S., Walumbwa, F. O., Seidu, E. Y., & Otaye, L. E. (2016). Developing and leveraging human capital resource to promote service quality: Testing a theory of performance. Journal of Management, 42(2), 480-499.
Bakker, A. B., & Demerouti, E. (2007). The job demands‐resources model: State of the art. Journal of Managerial Psychology, 22(3), 309-328.
Bakker, A. B., Demerouti, E., & Euwema, M. C. (2005). Job resources buffer the impact of job demands on burnout. Journal of Occupational Health Psychology, 10(2), 170-180.
Bardoel, E. A., Pettit, T. M., De Cieri, H., & McMillan, L. (2014). Employee resilience: an emerging challenge for HRM. Asia Pacific Journal of Human Resources, 52(3), 279-297.
Blau, P. M. (1964). Exchange and power in social life. New York: Wiley & Sons.
Blau, P. M. (1964). Justice in social exchange. Sociological Inquiry, 34(2), 193-206.
Bowen, D. E., & Ostroff, C. (2004). Understanding HRM–firm performance linkages: The role of the “strength” of the HRM system. Academy of Management Review, 29(2), 203-221.
Boxall, Ang, S., & Bartram, T. (2011). Analysing the ‘black box’ of HRM: Uncovering HR goals, mediators, and outcomes in a standardized service environment. Journal of Management Studies, 48(7), 1504-1532.
Boxall, & Macky, K. (2007). High‐performance work systems and organisational performance: Bridging theory and practice. Asia Pacific Journal of Human Resources, 45(3), 261-270.
Chadwick, C., Super, J. F., & Kwon, K. (2015). Resource orchestration in practice: CEO emphasis on SHRM, commitment‐based HR systems, and firm performance. Strategic Management Journal, 36(3), 360-376.
Chen, Z., Sun, H., Lam, W., Hu, Q., Huo, Y., & Zhong, J. A. (2012). Chinese hotel employees in the smiling masks: Roles of job satisfaction, burnout, and supervisory support in relationships between emotional labor and performance. The International Journal of Human Resource Management, 23(4), 826-845.
Chuang, C. H., & Liao, H. (2010). Strategic human resource management in service context: Taking care of business by taking care of employees and customers. Personnel Psychology, 63(1), 153-196.
Churchill Jr, G. A., Ford, N. M., & Walker Jr, O. C. (1974). Measuring the job satisfaction of industrial salesmen. Journal of Marketing Research, 11(3), 254-260.
Coelho, F., Augusto, M., & Lages, L. F. (2011). Contextual factors and the creativity of frontline employees: The mediating effects of role stress and intrinsic motivation. Journal of Retailing, 87(1), 31-45.
Colbert, B. A. (2004). The complex resource-based view: Implications for theory and practice in strategic human resource management. Academy of Management Review, 29(3), 341-358.
Conway, E. (2004). Relating career stage to attitudes towards HR practices and commitment: Evidence of interaction effects? European Journal of Work and Organizational Psychology, 13(4), 417-446.
Cooke, F. L., Cooper, B., Bartram, T., Wang, J., & Mei, H. (2019). Mapping the relationships between high-performance work systems, employee resilience and engagement: A study of the banking industry in China. The International Journal of Human Resource Management, 30(8), 1239-1260.
Cooper, B., Wang, J., Bartram, T., & Cooke, F. L. (2019). Well‐being‐oriented human resource management practices and employee performance in the Chinese banking sector: The role of social climate and resilience. Human Resource Management, 58(1), 85-97.
Cropanzano, R., Rupp, D. E., & Byrne, Z. S. (2003). The relationship of emotional exhaustion to work attitudes, job performance, and organizational citizenship behaviors. Journal of Applied Psychology, 88(1), 160-169.
Cummings, A., & Oldham, G. R. (1997). Enhancing creativity: Managing work contexts for the high potential employee. California management review, 40(1), 22-38.
Dansereau Jr, F., Graen, G., & Haga, W. J. (1975). A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process. Organizational Behavior and Human Performance, 13(1), 46-78.
Datta, D. K., Guthrie, J. P., & Wright, P. M. (2005). Human resource management and labor productivity: does industry matter? Academy of Management Journal, 48(1), 135-145.
Deci, E. L., Connell, J. P., & Ryan, R. M. (1989). Self-determination in a work organization. Journal of Applied Psychology, 74(4), 580-590.
DeConinck, J. B., & Johnson, J. T. (2009). The effects of perceived supervisor support, perceived organizational support, and organizational justice on turnover among salespeople. Journal of Personal Selling & Sales Management, 29(4), 333-350.
Delery, J. E., & Doty, D. H. (1996). Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions. Academy of management Journal, 39(4), 802-835.
Dienesch, R. M., & Liden, R. C. (1986). Leader-member exchange model of leadership: A critique and further development. Academy of Management Review, 11(3), 618-634.
Dierdorff, E. C., Rubin, R. S., & Bachrach, D. G. (2012). Role expectations as antecedents of citizenship and the moderating effects of work context. Journal of Management, 38(2), 573-598.
Drummond, I., & Stone, I. (2007). Exploring the potential of high performance work systems in SMEs. Employee Relations, 29(2), 192-207.
Eisenberger, R., Armeli, S., Rexwinkel, B., Lynch, P. D., & Rhoades, L. (2001). Reciprocation of perceived organizational support. Journal of Applied Psychology, 86(1), 42-51.
Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71(3), 500-507.
Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I. L., & Rhoades, L. (2002). Perceived supervisor support: contributions to perceived organizational support and employee retention. Journal of Applied Psychology, 87(3), 565-573.
Elmadağ, A. B., Ellinger, A. E., & Franke, G. R. (2008). Antecedents and consequences of frontline service employee commitment to service quality. Journal of Marketing Theory and Practice, 16(2), 95-110.
Emerson, R. M. (1976). Social exchange theory. Annual Review of Sociology, 2(1), 335-362.
Gagné, M., & Deci, E. L. (2005). Self‐determination theory and work motivation. Journal of Organizational behavior, 26(4), 331-362.
García-Chas, R., Neira-Fontela, E., & Varela-Neira, C. (2016). High-performance work systems and job satisfaction: A multilevel model. Journal of Managerial Psychology, 31(2), 451-466.
Gardner, T. M., Wright, P. M., & Moynihan, L. M. (2011). The impact of motivation, empowerment, and skill‐enhancing practices on aggregate voluntary turnover: The mediating effect of collective affective commitment. Personnel Psychology, 64(2), 315-350.
González-Romá, V., Schaufeli, W. B., Bakker, A. B., & Lloret, S. (2006). Burnout and work engagement: Independent factors or opposite poles? Journal of Vocational Behavior, 68(1), 165-174.
Grant, A. M., & Shin, J. (2012). Work motivation: Directing, energizing, and maintaining effort (and research). In Ryan, R.M. (Ed.), The Oxford Handbook of Human Motivation, New York: Oxford University Press Inc., 505-519.
Guest, D., & Conway, N. (2011). The impact of HR practices, HR effectiveness and a ‘strong HR system’on organisational outcomes: a stakeholder perspective. The International Journal of Human Resource Management, 22(8), 1686-1702.
Gwinner, K. P., Bitner, M. J., Brown, S. W., & Kumar, A. (2005). Service customization through employee adaptiveness. Journal of Service Research, 8(2), 131-148.
Hackman, & Oldham, G. (1976). Motivation through the design of work: Test of a theory. Organizational behavior and human performance, 16(2), 250-279.
Haipeter, T., Jürgens, U., & Wagner, K. (2012). Employment relations in the banking and automotive industries in Germany. The International Journal of Human Resource Management, 23(10), 2016-2033.
Hallberg, U. E., & Schaufeli, W. B. (2006). “Same same” but different? Can work engagement be discriminated from job involvement and organizational commitment? European Psychologist, 11(2), 119-127.
Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: a meta-analysis. Journal of Applied Psychology, 87(2), 268-279.
Hartline, M. D., & Ferrell, O. C. (1996), The management of customer-contact service employees: An empirical investigation, Journal of Marketing, 60(4), 52-70.
Heffernan, M., & Dundon, T. (2016). Cross‐level effects of high‐performance work systems (HPWS) and employee well‐being: the mediating effect of organisational justice. Human Resource Management Journal, 26(2), 211-231.
Hofstede, G. (1980). Culture’s Consequences: International Differences in Work Related Values, Beverly Hills, CA: Sage.
Hofstede, G., Bond, M. H., & Luk, C. L. (1993). Individual perceptions of organizational cultures: A methodological treatise on levels of analysis. Organization Studies, 14(4), 483-503.
Hofstede, G., & McCrae, R. R. (2004). Personality and culture revisited: Linking traits and dimensions of culture. Cross-Cultural Research, 38(1), 52-88.
Holland, P., Cooper, B., & Sheehan, C. (2017). Employee voice, supervisor support, and engagement: The mediating role of trust. Human Resource Management, 56(6), 915-929.
Homans, G. C. (1958). Social behavior as exchange. American Journal of Sociology, 63(6), 597-606.
Hong, Y., Liao, H., Hu, J., & Jiang, K. (2013). Missing link in the service profit chain: A meta-analytic review of the antecedents, consequences, and moderators of service climate. Journal of Applied Psychology, 98(2), 237-267.
Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38(3), 635-672.
Jiang, K., Takeuchi, R., & D, P. Lepak.(2013). Where do we go from here. New perspectives on the black box in strategic human resources management research. Journal of Management Studies, 50(8), 1448-1480.
Joo, B.-K., & Mclean, G. N. (2006). Best employer studies: A conceptual model from a literature review and a case study. Human Resource Development Review, 5(2), 228~257.
Karatepe, O. M., & Aleshinloye, K. D. (2009). Emotional dissonance and emotional exhaustion among hotel employees in Nigeria. International Journal of Hospitality Management, 28(3), 349-358.
Kazlauskaite, R., Buciuniene, I., & Turauskas, L. (2012). Organisational and psychological empowerment in the HRM‐performance linkage. Employee Relations, 34(2), 138-158.
Kehoe, R. R., & Wright, P. M. (2013). The impact of high-performance human resource practices on employees’ attitudes and behaviors. Journal of Management, 39(2), 366-391.
Kirsch, A., & Wailes, N. (2012). Varieties of employment relations: Continuity and change in the global auto and banking industries. The International Journal of Human Resource Management, 23(10), 1967-1982.
Kling, J. (1995). High performance work systems and firm performance. Monthly Labor Review, 118(5), 29-36.
Kuvaas, B., & Dysvik, A. (2010). Exploring alternative relationships between perceived investment in employee development, perceived supervisor support and employee outcomes. Human Resource Management Journal, 20(2), 138-156.
Leiter, M. P., & Bakker, A. B. (2010). Work engagement: A handbook of essential theory and research, New York: Psychology Press.
Levinson. (1965). Reciprocation: The Relationship between Man and Organization. Administrative Science Quarterly, 9(4), 370-390.
Liao, H., Toya, K., Lepak, D. P., & Hong, Y. (2009). Do they see eye to eye? Management and employee perspectives of high-performance work systems and influence processes on service quality. Journal of Applied Psychology, 94(2), 371-391.
Liden, R. C., Sparrowe, R. T., & Wayne, S. J. (1997). Leader-member exchange theory: The past and potential for the future. Research in personnel and human resources management, 15, 47-120.
Lockwood, N. R. (2007). Leveraging employee engagement for competitive advantage. Society for Human Resource Management Research Quarterly, 1(1), 1-12.
Macky, K., & Boxall, P. (2007). The relationship between ‘high-performance work practices’ and employee attitudes: an investigation of additive and interaction effects. The International Journal of Human Resource Management, 18(4), 537-567.
Maden, C. (2015). Linking high involvement human resource practices to employee proactivity. Personnel Review, 44(5), 720-738.
Marchington, M. (1995). Fairy tales and magic wands: new employment practices in perspective. Employee Relations, 17(1), 51-66.
Martinaityte, I., Sacramento, C., & Aryee, S. (2019). Delighting the customer: Creativity-oriented high-performance work systems, frontline employee creative performance, and customer satisfaction. Journal of Management, 45(2), 728-751.
Mauno, S., Kinnunen, U., Mäkikangas, A., & Feldt, T. (2010). Job demands and resources as antecedents of work engagement: A qualitative review and directions for future research. In S. Albrecht, Handbook of employee engagement: Perspectives issues, reasearch and practice, Cheltenham, England: Edward Elgar, 111-128.
Oldham, G. R., & Cummings, A. (1996). Employee creativity: Personal and contextual factors at work. Academy of management Journal, 39(3), 607-634.
Ostroff, C., & Bowen, D. E. (2000). Moving HR to a higher level: HR practices and organizational effectiveness. In Klein, K.J. and Kozlowski, Multilevel Theory, Research, and Methods in Organizations: Foundations, Extensions, and New Directions, San Francisco, California, United States: Jossey-Bass, 211-266.
Ötken, A. B., & Erben, G. S. (2010). Investigating the relationship between organizational identification and work engagement and the role of supervisor support. Gazi Universitesi Iktisadi ve Idari Bilimler Fakultesi Dergisi, 12(2), 93-118.
Paauwe, J. (2009). HRM and performance: Achievements, methodological issues and prospects. Journal of Management Studies, 46(1), 129-142.
Patel, P. C., Messersmith, J. G., & Lepak, D. P. (2013). Walking the tightrope: An assessment of the relationship between high-performance work systems and organizational ambidexterity. Academy of management Journal, 56(5), 1420-1442.
Pittman, T. S., Emery, J., & Boggiano, A. K. (1982). Intrinsic and extrinsic motivational orientations: Reward-induced changes in preference for complexity. Journal of Personality and Social Psychology, 42(5), 789-797.
Saari, L. M., & Judge, T. A. (2004). Employee attitudes and job satisfaction. Human Resource Management, 43(4), 395-407.
Schaufeli, W. B., Bakker, A. B., & Salanova, M. (2006). The measurement of work engagement with a short questionnaire: A cross-national study. Educational and Psychological Measurement, 66(4), 701-716.
Schaufeli, W. B., & Salanova, M. (2008). Enhancing work engagement through the management of human resources. In K. Naswall, M. Sverke, & J. Hellgremn, The individual in the changing working life, Cambridge, England: Cambridge University Press, 380-404.
Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness studies, 3(1), 71-92.
Schneider, B. (1980). The service organization: climate is crucial. Organizational dynamics, 9(2), 52-65.
Schneider, B., & White, S. S. (2004). Service quality: Research perspectives, California, United States: SAGE Publications Inc.
Schneider, B., White, S. S., & Paul, M. C. (1998). Linking service climate and customer perceptions of service quality: Tests of a causal model. Journal of Applied Psychology, 83(2), 150-163.
Shalley, C. E., Zhou, J., & Oldham, G. R. (2004). The effects of personal and contextual characteristics on creativity: Where should we go from here? Journal of Management, 30(6), 933-958.
Sheldon, K. M., Ryan, R. M., Deci, E. L., & Kasser, T. (2004). The independent effects of goal contents and motives on well-being: It’s both what you pursue and why you pursue it. Personality and Social Psychology Bulletin, 30(4), 475-486.
Shen, J., Benson, J., & Huang, B. (2014). High‐performance work systems and teachers’ work performance: The mediating role of quality of working life. Human Resource Management, 53(5), 817-833.
Shusha, A. (2013). The role of psychological engagement in relationship between perceived organizational support and withdrawal behavior and intentions: An empirical study on small industries in Egypt. International Journal of Business and Management, 8(16), 22-29.
Simon, H. A. (1967). Motivational and emotional controls of cognition. Psychological Review, 74(1), 29-39.
Singh, J. (2000). Performance productivity and quality of frontline employees in service organizations. Journal of Marketing, 64(2), 15-34.
Singh, J., Goolsby, J. R., & Rhoads, G. K. (1994). Behavioral and psychological consequences of boundary spanning burnout for customer service representatives. Journal of Marketing Research, 31(4), 558-569.
Singh, J., Verbeke, W., & Rhoads, G. K. (1996). Do organizational practices matter in role stress processes? A study of direct and moderating effects for marketing-oriented boundary spanners. Journal of Marketing, 60(3), 69-86.
Spony, G. (2003). The development of a work-value model assessing the cumulative impact of individual and cultural differences on managers' work-value systems: empirical evidence from French and British managers. International Journal of Human Resource Management, 14(4), 658-679.
Subramony, M. (2009). A meta‐analytic investigation of the relationship between HRM bundles and firm performance. Human Resource Management, 48(5), 745-768.
Sujan, H. (1986). Smarter versus harder: An exploratory attributional analysis of salespeople's motivation. Journal of Marketing Research, 23(1), 41-49.
Sun, P.-C., Hsu, W.-J., & Wang, K.-C. (2012). Enhancing the commitment to service quality through developmental and rewarding systems: CSQ consistency as a moderator. The International Journal of Human Resource Management, 23(7), 1462-1480.
Takeuchi, R., Lepak, D. P., Wang, H., & Takeuchi, K. (2007). An empirical examination of the mechanisms mediating between high-performance work systems and the performance of Japanese organizations. Journal of Applied Psychology, 92(4), 1069-1083.
Tang, G., Yu, B., Cooke, F. L., & Chen, Y. (2017). High-performance work system and employee creativity. Personnel Review, 46(7), 1318-1334.
Therkelsen, D. J., & Fiebich, C. L. (2004). The supervisor: The linchpin of employee relations. Journal of Communication Management, 8(2), 120-129.
Truss, C., Shantz, A., Soane, E., Alfes, K., & Delbridge, R. (2013). Employee engagement, organisational performance and individual well-being: exploring the evidence, developing the theory. The International Journal of Human Resource Management, 24(14), 2657-2669.
Utman, C. H. (1997). Performance effects of motivational state: A meta-analysis. Personality and Social Psychology Review, 1(2), 170182.
Varca, P. E. (1999). Work stress and customer service delivery. Journal of Services Marketing, 13(3), 229-241.
Varca, P. E. (2009). Emotional empathy and front line employees: does it make sense to care about the customer? Journal of Services Marketing, 23(1), 51-56.
Wang, Cooke, F. L., & Huang, W. (2014). How resilient is the (future) workforce in China? A study of the banking sector and implications for human resource development. Asia Pacific Journal of Human Resources, 52(2), 132-154.
Wang, & Netemeyer, R. G. (2004). Salesperson creative performance: conceptualization, measurement, and nomological validity. Journal of Business Research, 57(8), 805-812.
Wang, Tsai, B.-K., Chen, T.-L., & Chang, S.-C. (2012). The influence of emotions displayed and personal selling on customer behaviour intention. The Service Industries Journal, 32(3), 353-366.
Xanthopoulou, D., Bakker, A. B., Demerouti, E., & Schaufeli, W. B. (2009). Work engagement and financial returns: A diary study on the role of job and personal resources. Journal of occupational and organizational psychology, 82(1), 183-200.
Yang, Y.-C. (2012). High-involvement human resource practices, affective commitment, and organizational citizenship behaviors. The Service Industries Journal, 32(8), 1209-1227.
Yu, T., Patterson, P. G., & Ko, d. R. (2013). Achieving service-sales ambidexterity. Journal of Service Research, 16(1), 52-66.
Zacharatos, A., Barling, J., & Iverson, R. D. (2005). High-performance work systems and occupational safety. Journal of Applied Psychology, 90(1), 77-93.
Zhang, & Bartol, K. M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy of Management Journal, 53(1), 107-128.
Zhang, A. Y., Tsui, A. S., Song, L. J., Li, C., & Jia, L. (2008). How do I trust thee? The employee‐organization relationship, supervisory support, and middle manager trust in the organization. Human Resource Management, 47(1), 111-132.
Zhang, M., Zhu, C. J., Dowling, P. J., & Bartram, T. (2013). Exploring the effects of high-performance work systems (HPWS) on the work-related well-being of Chinese hospital employees. The International Journal of Human Resource Management, 24(16), 3196-3212.
論文全文使用權限
  • 同意授權校內瀏覽/列印電子全文服務,於起公開。
  • 同意授權校外瀏覽/列印電子全文服務,於起公開。


  • 如您有疑問,請聯絡圖書館
    聯絡電話:(06)2757575#65773
    聯絡E-mail:etds@email.ncku.edu.tw