臺灣博碩士論文加值系統

論文摘要：
我國電信市場在2001年正式進入全面開放的新局面，個案公司經營環境面臨劇烈的變化，為持續創造顧客、投資人的價值，維繫員工高昂的士氣、提升競爭力是必要的，而「人力資源的管理與運用」是為根本關鍵之所在。
在組織中，透過對員工組織承諾的了解，可找出留住員工，增加績效的方法，且主管向下政治行為如果讓員工心生不滿，會導致離職行為，徒增單位的成本，因此有必要從部屬的角度，探討主管向下政治行為對部屬組織承諾、離職意願的影響。本研究以個案公司南部地區員工為研究對象，採問卷調查方式，共回收629份有效樣本，透過SPSS軟體分析資料並驗證假設，歸納出下列重要結論：
一、主管向下政治行為經因素分析後，得到三個權力策略構面，分別命名為：「懷柔與理性」、「威權與施壓」、「虛情與激將」。
二、「懷柔與理性」權力策略對組織承諾有顯著正向影響。
三、「懷柔與理性」權力策略對離職意願有顯著負向影響。
四、「威權與施壓」、「虛情與激將」權力策略對組織承諾有顯著負向影響。
五、「威權與施壓」、「虛情與激將」權力策略對離職意願有顯著正向影響。

Abstract
Telecom market had been opened since 2001. Facing dramatically changing environment, in order to keep benefiting customers and investors, and to maintain employees’ morale, it is important for the state-owned enterprise to be more competitive. “Human Resource Management” is the key point to increase its competitive advantages.
By understanding employees’ organizational commitment (OC), we can find a way to keep them. Besides, if managers’ politics of downward influence (PDI) can cause employees’ dissatisfaction, employees might have intent to quit (ITQ). It might also increase company’s cost. Therefore, it is necessary to have a research standing from subordinates’ viewpoint, and exploring the effects of managers’ PDI on subordinates’ OC and ITQ. The research collected 629 effective samples from case company in Southern Taiwan via questionnaires and analyzed data by SPSS software. By proving the hypothesis, the research found several results:
1.Through factor analysis, there are three dimensions of power traits: conciliation & reason, authority & exert pressure, hypocrisy & urge by sarcasm.
2.The power trait of “Conciliation & Reason” has significantly positive influence on OC.
3.The power trait of “Conciliation & Reason” has significantly negative influence on ITQ.
4.The power traits of “authority & exert pressure” and “hypocrisy & urge by sarcasm” have significantly negative influence on OC.
5.The power traits of “authority & exert pressure” and “hypocrisy & urge by sarcasm” have significantly positive influence on ITQ.

目 錄
第一章 緒論1
第一節 研究動機1
第二節 研究目的2
第三節 研究流程3
第二章 文獻探討4
第一節 組織政治的論述4
第二節 主管向下政治行為5
第三節 組織承諾12
第四節 離職意願20
第三章 研究方法30
第一節 研究架構與假設30
第二節 操作性定義31
第三節 資料收集方法與樣本32
第四節 變項衡量工具34
第五節 資料分析方法40
第六節 修正後的研究架構與假設42
第四章 實證分析與討論45
第一節 各變項之描述性分析45
第二節 性別變項之獨立樣本t檢定53
第三節 主管向下政治行為在個人變項變異數分析53
第四節 各研究變項間之相關分析58
第五節 各研究變項之迴歸分析61
第五章 研究發現結論與建議63
第一節 研究發現63
第二節 結 論67
第三節 研究限制69
第四節 建議70
參考文獻與附錄73
一、中文部分73
二、英文部分76
附錄一、本研究問卷83
附錄二、組織承諾原始問卷86
附錄三、資料編碼表87

表目次
表 2-2-1 權力運用策略表10
表2-3-1 組織承諾的定義表13
表2-3-2 組織承諾分類表15
表 3-3-1 問卷回收情況統計表33
表 3-4-1 主管向下政治行為因素分析結果表36
表 3-4-2 組織承諾量表信度值整理表38
表 4-1-1個人基本資料分析及有效百分比表47
表 4-1-2主管向下政治行為變項資料分析表48
表 4-1-3主管向下政治行為量表各題項平均數表49
表 4-1-4 組織承諾變項資料分析表50
表 4-1-5 組織承諾量表各題項平均數表51
表 4-1-6 離職意願變項資料分析表52
表 4-1-7 離職意願量表各題項平均數表52
表 4-2-1 性別在主管向下政治行為各構面差異分析表53
表 4-3-1 主管向下政行為在教育程度上之差異分析表54
表 4-3-2 主管向下政行為在年齡上之差異分析表55
表 4-3-3主管向下政行為在年資上之差異分析表56
表 4-3-4主管向下政行為在職階差異分析表57
表 4-4-1各研究變項整體相關分析表58
表4-4-2主管向下政治行為與組織承諾之相關分析表59
表4-4-3 主管向下政治行為與離職意願之相關分析表60
表4-5-1主管向下政治行為構面對整體組織承諾迴歸分析表61
表4-5-2主管向下政治行為構面對離職意願的迴歸分析表62
表5-1-1研究假設驗證表65
圖目次
圖 1-3-1 研究流程3
圖2-2-1 個人利益與組織利益關係圖7
圖 2-3-1Steer組織承諾前因後果模式圖17
圖2-4-1 Price工作滿足離職模式23
圖 2-4-2 Mobley的離職決策模式24
圖 2-4-3 Mobley離職行為簡單模式25
圖2-4-4 Arnold &Feldman 個人認知離職決定模式26
圖2-4-5黃英忠與趙必孝離職因徑模式27
圖2-4-6 Igharia & Greenhause之離職傾向決定模型28
圖3-1-1 研究架構圖30
圖3-6-1修正後的研究架構圖42
圖5-1-1 主管向下政治行為影響模式圖68

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