臺灣博碩士論文加值系統

The study applies the social exchange and behavioral science theories to examine the associations between social capital and positive psychological capital and an employee’s job performance, moderated by leader-member exchange (LMX) quality, team-member exchange (TMX) quality, and perceived human resource management (HRM) effectiveness. Research results based on a sample collected from employees in private financial companies located in Metro Manila, Philippines largely support our hypotheses. Specifically, positive psychological capital produces a positive effect on an employee’s job performance. Moreover, LMX, TMX, and perceived HRM effectiveness play positive moderating roles. However, contrary to our prediction, social capital negatively affects job performance. The paper contributes to the social exchange theory by an identification of the social and cognitive contexts within which employees’ socio-psychometric attributes affect their job outcome. Research implications and future directions are discussed.

ABSTRACT I
ACKNOWLEDGEMENTS II
TABLE OF CONTENTS III
LIST OF TABLES VI
LIST OF FIGURES VIII
CHAPTER ONE INTRODUCTION 1
1.1 Research Background. 1
1.2 Research Gaps. 4
1.3 Research Objectives. 5
1.4 Research Procedure. 6
CHAPTER TWO LITERATURE REVIEW 8
2.1 Theories Applied in the Study. 8
2.1.1 Social Exchange Theory. 8
2.1.2 Behavioral Science Theory. 9
2.2. Variables Used in the Study. 9
2.2.1 Job Performance. 9
2.2.2 Social Capital of an Individual. 10
2.2.3 Positive Psychological Capital of an Individual. 11
2.2.4 Leader-Member Exchange (LMX) Quality. 14
2.2.5 Team-Member Exchange (TMX) Quality. 15
2.2.6 Human Resources Management (HRM) Effectiveness. 16
2.3 Formulation of Hypothesis. 17
2.3.1 Relationship between Social Capital and Job Performance. 17
2.3.2 Positive Psychological Capital to Job Performance. 18
2.3.3 Leader-Member Exchange Quality as a Moderator. 19
2.3.4 Team-Member Exchange Quality as a Moderator. 20
2.3.5 Human Resource Management (HRM) Effectiveness as a Moderator. 22
CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY 24
3.1 Research Model. 24
3.2 Description of Sample. 25
3.3 Summary of Hypothesis . 26
3.4 Measures and Definition of Variables. 27
3.4.1 Definition of Variables Used. 27
3.4.2 Construct Measurements. 27
3.5 Control Variables. 31
3.5.1 Human Capital and Measurement. 31
3.5.2 Demographics. 32
3.5.3 Tenure. 33
3.5.4 Total Number of Years Work Experience (From First Job to Current Job. Including Part Time Work). 33
3.5.5 Team Size. 33
3.5.6 Average Turnover of Employees. 33
3.5.7 Work Shift. 34
3.5.8 Change of Work Shift Schedule and Frequency. 34
3.6 Methods of Analysis. 34
3.6.1 Descriptive Statistic Analysis. 34
3.6.2 Pearson Correlation Coefficient. 34
3.6.3 Reliability. 35
3.6.4 Confirmatory Factor Analysis. 35
3.6.5 Hierarchical Multiple Regression. 35
CHAPTER FOUR RESEARCH RESULTS 36
4.1 Descriptive Statistics Results. 36
4.2 Pearson Correlation Results. 38
4.3 Validity and Reliability of Data and Items. 40
4.4 Multiple Hierarchical Regression Results. 49
CHAPTER FIVE CONCLUSION AND SUGGESTIONS 59
5.1 Theoretical Implications. 59
5.2 Managerial Implications. 63
5.3 Limitations. 65
REFERENCES 67
APPENDICES 73

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