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系統識別號 U0026-3007201317374800
論文名稱(中文) 領導與組織社會化:組織文化的共享真實
論文名稱(英文) Leadership and Organizational Socialization: The Shared Reality of Organizational Culture
校院名稱 成功大學
系所名稱(中) 心理學系認知科學碩士班
系所名稱(英) MS in Cognitive Science
學年度 101
學期 2
出版年 102
研究生(中文) 洪于勝
研究生(英文) Yu-Sheng Hung
學號 U76001072
學位類別 碩士
語文別 中文
論文頁數 94頁
口試委員 口試委員-任金剛
指導教授-周麗芳
指導教授-胡中凡
中文關鍵字 組織文化  組織社會化  知覺契合  競值架構  共享真實  轉型領導  仁慈領導  專權領導  尚嚴領導  員工效能 
英文關鍵字 organizational culture  organizational socialization  perceptual fit  competing values framework  shared reality  transformational leadership  benevolent leadership  authoritative leadership  authoritarian leadership  employee effectiveness 
學科別分類
中文摘要 組織社會化是一種組織文化傳遞及維持的歷程,影響著員工對組織的認同與投入,因此組織文化或是組織社會化研究一直受到實務經理人與學術研究者的重視;然而,過去研究忽略了領導者在社會化歷程中扮演的關鍵角色,且探討社會化歷程中的價值觀傳遞時,大多聚焦在單一價值觀向度。本研究以非新進員工與主管之上下組織文化知覺契合度,作為社會化程度之指標,根據競值理論,將組織文化分成開放系統與理性目標(外部)、人類關係與權力階層(內部)四種,並透過共享真實理論,探討領導行為對主管-部屬組織文化知覺契合的影響、及此種知覺契合對員工效能(包括工作滿意、組織承諾、及上評任務績效)。以台灣企業16家公司,分析309對主管與部屬對偶資料後,研究結果顯示:組織價值觀(不分向度)的知覺契合,與工作滿意、組織承諾及任務績效皆具有正向關聯性;外部向度之理性目標知覺契合,與任務績效具有正向關聯性;內部向度之人類關係知覺契合,與組織承諾、工作滿意間具有正向關聯性;轉型領導與開放系統之知覺契合呈正向關係,專權領導則與不分向度契合度皆呈負向關係。最後,本文針對研究結果進行討論,並對研究限制、未來研究方向、理論貢獻及管理實務意涵加以闡述。
英文摘要 Organizational socialization is a process to transmit and maintain organizational culture, affecting the member’s identification and engagement in organization. However, the most of researches explored the supervisor played critical roles for transmitting organizational values and helping employees’ in organizational socialization; and most of researches about transmitting organizational values on socialization focus on single value dimension. This study using the perceptual fit of organizational culture as the indicators of socialization; and basing on competing values framework, we classified organizational values into four dimensions: open system and rational goal (external focus), human relations and hierarchy culture (internal focus). According to shared reality theory, we further probe into the relationship among leadership, perceptual fit with supervisor, and employee effectiveness (including job satisfaction, organizational commitment, and task performance).After conducting a survey research of 309 supervisor-subordinate dyads samples from 16 Taiwan private businesses. The results showed that: The perceptual fit of organizational culture has positive effect on task performance, job satisfaction, and organizational commitment. Next, Perceptual fit for the cultural axis of external organizational focus(rational goal) has positive effect on task performance; and perceptual fit for the cultural axis of internal organizational focus(human relations) has positive effect on job satisfaction and organization commitment. Beside, Transformational leadership has positive effect on perceptual fit of open system culture; and authoritarian leadership has negative effect on perceptual fit of organizational culture. According to the results, the discussion, limitations, further research directions, theoretical and managerial applications are discussed at the end.
論文目次 第一章 緒論............................................................................................1

第二章 文獻探討....................................................................................5
第一節 組織文化、組織文化價值觀、及競值架構.........................................5
第二節 組織文化社會化...................................................................................14
第三節 領導行為、組織文化知覺契合、員工效能...........................................20
第四節 研究架構...............................................................................................30

第三章 研究方法..................................................................................31
第一節 研究樣本...............................................................................................31
第二節 研究程序...............................................................................................34
第三節 研究工具...............................................................................................34
第四節 資料分析...............................................................................................43

第四章 研究結果..................................................................................45
第一節 測量模式的比較...................................................................................45
第二節 各研究變項之相關...............................................................................48
第三節 主要效果之檢驗...................................................................................55

第五章 討論與建議..............................................................................60
第一節 結果討論...............................................................................................60
第二節 研究貢獻...............................................................................................63
第三節 研究限制...............................................................................................65
第四節 未來研究方向.......................................................................................67

參考文獻..................................................................................................70
附錄一 內容效度問卷............................................................................80
附錄二 主管問卷....................................................................................83
附錄三 員工問卷....................................................................................88

表、圖目次

表一 樣本組成…………………………………………………………………..33
表二 領導行為題項之描述統計資料…………………………………………..36
表三 內容效度評估結果………………………………………………………..39
表四 部屬效能題項之描述性統計資料………………………………………..40
表五 社會讚許之探索性因素分析……………………………………………..42
表六 測量模式之適合度比較…………………………………………………..47
表七 各變項描述統計值及相關係數…………………………………………..52
表八 不分向度知覺契合度與部屬效能之區段迴歸分析……………………..56
表九 分向度知覺契合度與部屬效能之區段迴歸分析………………………..57
表十 不同領導與不同向度知覺契合度之區段迴歸析………………………..59
表十一 研究結果摘要表…………………………………………………………..62

圖一 競值架構……………………………………………………………………8
圖二 研究架構一………………………………………………………………..30
圖三 研究架構二………………………………………………………………..30
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