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研究生:潘駿誼
研究生(外文):Chun-Yi Pan
論文名稱:東森電視公司員工對轉換型領導認知、組織承諾、組織變革態度之關聯性研究
論文名稱(外文):The Study on The Correlation Among Transformational Leadership, Organizational Commitment, and Attitude Toward Organizational Change- A Case Study of Eastern Broadcasting Corporation
指導教授:楊志弘楊志弘引用關係
指導教授(外文):Chih-Hung Yang
學位類別:碩士
校院名稱:銘傳大學
系所名稱:傳播管理研究所碩士班
學門:教育學門
學類:其他教育學類
論文種類:學術論文
論文出版年:2006
畢業學年度:94
語文別:中文
論文頁數:93
中文關鍵詞:組織變革態度組織承諾轉換型領導東森電視
外文關鍵詞:Attitude Toward Organizational ChangeEastern Broadcasting Corporation (EBC)Organizational CommitmentTransformational Leadership
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組織進行變革之時,其員工的態度以及支持的程度影響變革的執行,而管理者的領導方式與風格對於員工的態度與組織忠誠有很大的影響力,因此瞭解員工在面對組織變革時的態度與領導型態間的關係是推行組織變革時需要重視的。再者,從關於組織變革的文獻中也提到員工的組織承諾對於組織變革態度上也有相當影響。因此,本研究的目的主要討論轉換型領導、組織承諾及組織變革態度間的關係。
本研究採用問卷調查法,以東森電視公司為研究對象,使用「分層配額抽樣」對各部門的高階主管、中低階主管與一般員工進行抽樣。問卷於2005年10月11日至31日發放330份,實際有效回收樣本數為300份(回收率91%)。根據研究結果,主要研究發現如下:
1. 轉換型領導型態與員工之組織承諾相關。權變獎賞與員工的情感承諾相關性較高;個別化關懷對於員工的持續承諾有較明顯的相關,受到理想化影響力較多的員工,規範性承諾較高。
2. 規範承諾程度較高的員工,在組織變革時,有政策支持的變革態度;持續承諾較高的員工,權益關心程度較高,此外持續承諾也會影響組織變革時員工的個人情緒反應;而情感承諾較高的員工,在面對組織變革時會有相反程度的情緒反應。
3. 轉換型領導與政策支持變革態度相關,其中以個別化關懷與政策支持的相關程度最高,但轉換型領導與權益關心及個人情緒反應僅有低度相關或無相關。
4. 轉換型領導與組織變革態度間存在相關性,但其相關程度受到組織承諾的影響。其在意義上為,管理階層以轉換型領導方式領導其部屬,以增加部屬的組織承諾,進而影響員工在組織變革態度上對政策的支持。
本研究的發現有助於研究者對媒體組織中的轉換型領導、組織承諾與組之變革態度的相關性有進一步瞭解。同時,可提供業界在計畫或實行組織變革時有所參考。
While an organization proceeds organizational change, the employees’ attitude toward change and how they support the change policy move the execution of the change. And the managers’ managerial style have influence on employees’ attitude and organizational commitment; therefore, it is important to know the relationship between leadership and the employees’ change attitude while proceeding the organizational change.

The research probes the correlation among transformational leadership, organizational commitment, and attitude toward change in Eastern Broadcasting Corporation. The objects of this research are: the influence of different transformational leadership types on staffs’ organizational commitment, and the influence of employees’ different organizational commitments on attitude toward organizational change.

This research is conducted by questionnaire survey, adopts stratified proportional sampling with 330 people from managers and employees in Eastern Broadcasting Corporation. A total of 309 questionnaires were returned, and 300 were evaluated valid. The valid questionnaires are 91%. The questionnaires are to probe their perceptions on transformational leadership, organizational commitment, and attitude toward change. The main findings of the research are:

1. Transformational leadership is relative to organizational commitment. Adaptable encouragement has more influence on affective commitment, and employees who perceive more idea affection have more normative commitment.
2. Employees with higher normative commitment have more will to support the change policy, and employees who hold more continuance commitment concern their own interest. And employees who have more affective commitment show the contrary emotional behavior.
3. Transformational leadership is relative to attitude toward organizational change. Individualized consideration has highest correlation with policy support.
4. There is relation between transformational leadership and attitude toward organizational change, but organizational commitment plays a mediating role.

This research contribution lies in the result can have advance both in academia and practice.
摘要················································ I
謝誌················································ III
目次················································ IV
表目錄·············································· V
圖目錄·············································· VI

第一章 緒論·········································· 1
第一節 研究背景與研究動機······························ 1
第二節 研究目的······································· 4
第三節 研究流程······································· 5
第二章 文獻探討······································· 6
第一節 轉換型領導····································· 6
第二節 組織承諾········································ 17
第三節 組織變革態度···································· 25
第四節 轉換型領導、組織承諾與組織變革態度之相關研究········ 35
第三章 研究設計········································ 36
第一節 觀念性架構······································ 36
第二節 研究問題與研究假設······························· 37
第三節 問卷設計········································ 39
第四節 研究對象與抽樣方法······························· 44
第五節 資料處理方法···································· 47
第四章 資料分析結果···································· 49
第一節 樣本基本資料與各變項之描述性分析··················· 49
第二節 個人變項與各構面之分析···························· 54
第三節 轉換型領導、組織承諾與組織變革態度之相關分析········· 62
第四節 轉換型領導、組織承諾與組織變革態度之迴歸分析········· 66
第五節 組織承諾於轉換型領導感受與組織變革態度之調節效果分析·· 72
第五章 結論與建議······································· 73
第一節 研究發現與討論··································· 73
第二節 研究貢獻與建議··································· 78
參考文獻·············································· 80
附錄·················································· 84
問卷·················································· 84
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