臺灣博碩士論文加值系統

本研究主要是以自我實現預言(Self-fulfilling prophecy)之期望理論為基礎，了解員工的工作績效是否受到領導者期望與員工自我期望的影響；此外，領導者期望是否受到員工個人屬性（例如性別、年齡、學歷、現職年資、公司類別、職業類別、職階等）的影響，進而會影響主管的領導行為，以至於會對員工自我期望產生影響；而領導者較高的期望將引發員工較高的自我期望，進而提高員工的工作績效。本研究將探討員工個人屬性、領導者期望、員工自我期望、工作績效之間的影響和關係，以期獲得更多有關領導者與員工互動關係的資訊。
本研究將使用問卷調查的方式收集資料，研究對象為2001天下雜誌所刊登的十大企業員工為抽樣調查對象。研究程序首先將作文獻探討，相關資料收集；其次並進行問卷設計，包含員工個人屬性、領導者期望、員工自我期望、工作績效四大部份；最後，問卷回收及統計分析，以SPSS統計軟體分析資料，所用統計方法包含信度分析、因素分析、ANOVA分析、相關分析、迴歸分析等。
研究結果發現，員工個人屬性（如性別、學歷、現職年資、公司類別、職階等）對領導者期望有顯著的差異，員工個人屬性（如年齡、公司類別、職業類別等）對員工自我期望有顯著的差異，且員工自我期望與工作績效之間有顯著相關和影響；而領導者期望對員工自我期望和工作績效兩者並無顯著影響關係，再者領導者期望與員工自我期望之交互作用對工作績效無顯著影響。藉由以上的研究發現提供予企業界、學界、領導者、員工作為參考與建議。

This research is based on the theory of Pygmalion effect (also called self- fulfilling prophecy) to understand how leader’s and worker’s expectancy or belief influence work performance. Its main hypothesis is that worker’s personal characteristics (ex. age, sex, educational level, etc) will influence leader’s expectancy and subsequently that may also affect leader’s behavior. As such the leader’s behavior will be an important determinant to worker’s self-expectancy in the future. The higher expectancy a leader has on a worker, the higher self-expectancy a worker will have. However, the high self-expectancy will result in high work performance. This study focuses on the relationships among personal characteristics, leader’s expectancy, subordinate’s expectancy, and work performance.
For collecting data a questionnaire survey is designed and 10 leading industrial and business companies reported by Taiwan’s Common Wealth magazine in 2001 are selected and studied. This questionnaire consists of four dimensions such as personal characteristics, leader’s expectancy, worker’s expectancy, and work performance. Finally, a SPSS statistics package is used to analysis the collected survey data. The analysis methods include reliability analysis, factor analysis, ANOVA analysis, descriptive correlations, and regressions.
The research results show that such personal characteristics as sex, education, seniority, company type, and position have significant differentiation toward leader’s expectancy, and such personal characteristics as age, company type, and vocation have significant differentiation toward worker’s self-expectancy. Besides, worker’s self-expectancy and work performance are found to have a significant influence on each other. Finally, it is found that leader’s expectancy and worker’s self-expectancy have no significant interactive influence on work performance. These results can be used as suggestions and references for industries, future research, leaders and workers.

目 錄
第一章 緒論
第一節 研究動機∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙1
第二節 研究目的∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙2
第三節 研究流程∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙2
第二章 文獻探討
第一節 激勵∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙5
第二節 知覺與期望∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙8
第三節 自我實現預言∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙14
第四節 工作績效∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙24
第三章 研究方法
第一節 觀念性架構∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙27
第二節 研究問題與假設∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙28
第三節 研究變項的操作型定義與衡量工具∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙29
第四節 問卷回收與樣本結構∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙39
第五節 資料分析方法∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙46
第四章 研究結果
第一節 員工個人屬性在各研究變項上之差異分析∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙50
第二節 各相關變項間之相關分析∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙60
第三節 各相關變項間之迴歸分析∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙61
第五章 結論與建議
第一節 結論∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙65
第二節 建議∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙67
第三節 後續研究建議∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙68
參考文獻∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙69
附錄 問卷資料∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙74
表 目 錄
表3.1 領導者期望量表之因素分析與信度分析∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙32
表3.2 員工自我期望量表之因素分析與信度分析∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙35
表3.3 員工工作績效量表之因素分析與信度分析∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙38
表3.4 個人屬性之次數分配表（原始）∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙42
表3.5 個人屬性之次數分配表（調整後）∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙43
表3.6 各構面之描述性統計分析∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙45
表4.1 員工個人屬性對領導者期望之單因子變異數分析∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙51
表4.2 不同性別對領導者期望之t檢定∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙52
表4.3 不同學歷對領導者期望之Scheffe事後配對檢定∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙52
表4.4 不同現職年資對領導者期望之Scheffe事後配對檢定∙∙∙∙∙∙∙∙∙∙∙∙53
表4.5 不同公司類別對領導者期望之Scheffe事後配對檢定∙∙∙∙∙∙∙∙∙∙∙∙54
表4.6 不同職階對領導者期望之Scheffe事後配對檢定∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙54
表4.7 員工個人屬性與領導者期望的差異關係彙整∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙55
表4.8 員工個人屬性對員工自我期望之單因子變異數分析∙∙∙∙∙∙∙∙∙∙∙∙∙56
表4.9 不同年齡對員工自我期望之Scheffe事後配對檢定∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙57
表4.10 不同公司類別對員工自我期望之Scheffe事後配對檢定∙∙∙∙∙∙∙∙58表4.11 不同職業類別對員工自我期望之Scheffe事後配對檢定∙∙∙∙∙∙∙59
表4.12 員工個人屬性與員工自我期望的差異關係彙整∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙60
表4.13 領導者期望、員工自我期望、工作績效之相關分析∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙60
表4.14 各相關變項間之迴歸分析∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙61
表4.15 領導者期望與員工自我期望對工作績效的關係彙整∙∙∙∙∙∙∙∙∙∙∙∙∙62
表4.16 領導者期望與工作績效對員工自我期望的關係彙整∙∙∙∙∙∙∙∙∙∙∙∙∙62
表4.17 員工自我期望與工作績效對領導者期望的關係彙整∙∙∙∙∙∙∙∙∙∙∙∙∙63
表4.18 領導者期望與員工自我期望之交互作用對工作績效的影響
彙整∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙64
圖 目 錄
圖1.1 研究流程圖∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙4
圖2.1 激勵模式∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙5
圖2.2 知覺程序概念∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙10
圖2.3 Weiner歸因模式∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙12
圖2.4 自我實現預言之期望理論模式∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙14
圖2.5 X、Y理論之期望模式∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙16
圖2.6 自我效能對成敗的影響模式∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙20
圖2.7 目標難度與工作表現的關係∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙22
圖2.8 激勵和期望關係∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙24
圖3.1 觀念性架構∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙27
圖3.2 資料分析流程圖∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙48
圖3.3 資料分析架構圖∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙49

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