本研究欲探討當員工知覺到處於同一工作場合中之同事有閒散行為時，對於自己的報復動機（revenge motive）及工作行為表現（反生產工作行為-Counterproductive work behavior）會產生何種影響；再者，從情境因素的角度出發，知覺組織支持能否作為降低員工反生產工作行為之有利策略亦為本研究欲探討的議題之一。
本研究以便利性抽樣方式選取施測對象，並以對偶方式蒐集資料，受測對象為一般企業員工，最後共回收184份有效問卷；並以此進行描述性統計分析、驗證性因素分析(CFA)，採階層迴歸與區段迴歸來驗證假設。
研究結果發現1.知覺閒散能有效預測報復動機及人際面反生產工作行為，且報復動機對人際面、組織面反生產工作行為亦有正向影響；2.報復動機對知覺閒散與人際面反生產工作行為具有完全中介效果；3.在高度知覺組織支持的情境下，會減緩報復動機對反生產工作行為的正向影響。
最後，根據本研究結果，本研究提出管理意涵如下：1.企業應正視員工知覺閒散及反生產工作行為所帶來之負面影響；2.企業應創造具支持性的工作環境，展現組織支持員工之誠意。

The study aims to figure out how the perceived loafing behavior of colleagues in the same working space affects other employees’ revenge motive and work behavior (which is called counterproductive work behavior, CWB). In addition, crucial finding discovered in the study is that to discuss whether perceived organizational support could be an effective strategy to lower down the possibility of counterproductive work behavior..
The subjects of the study are common enterprise employees who are selected by convenience sampling, and the data is collected using dyad-approach. One hundred and eighty-four effective questionnaires of the survey are retrieved. Moreover, the analytic tools such as descriptive analysis, confirmatory factor analysis (CFA), hierarchical regression analysis and block regression analysis are utilized to analyze the result of the survey and to verify the assumptions of the study.
The conclusions of the study are as follows. First, perceived loafing can effectively explain the occurrence of revenge motive and interpersonal CWB from the employees; in addition, revenge motive has a positive effect on interpersonal and organizational CWB. Second, revenge motive has a fully mediating effect on perceived loafing and interpersonal CWB. Third, when employee perceived highly organizational support, the positive effect of revenge motive on CWB could be reduced.
In sum, the implication of the study states two things. First, enterprises should actively face the negative effects caused by the employees’ perceived loafing behavior and CWB. Second, enterprises should establish a supportive working environment for showing bona fade organizational support toward their employees.

目 錄
摘要 Ⅰ
Abstract Ⅱ
目錄 Ⅲ
表目次 Ⅴ
圖目次 Ⅵ
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 5
第三節 研究流程 5
第四節 名詞釋義 7
第二章 文獻探討 10
第一節 反生產工作行為 10
第二節 知覺閒散 21
第三節 報復動機 24
第四節 知覺組織支持 30
第三章 研究方法 36
第一節 研究架構與假設 36
第二節 研究對象 38
第三節 研究工具 39
第四節 調查實施 54
第五節 資料分析 55
第四章 研究結果與討論 57
第一節 樣本描述 57
第二節 報復動機對知覺閒散與反生產工作行為之中介效果 61
第三節 知覺組織支持對報復動機與反生產工作行為之干擾效果 69
第五章 結論與建議 75
第一節 研究主要發現 75
第二節 研究結論 79
第三節 研究建議 82
第四節 研究限制 86

參考文獻 88

附錄
附錄一 主管問卷 112
附錄二 部屬問卷 116

表目次
表2-1： 負向組織行為名詞彙整 13
表2-2： 反生產工作行為分類 15
表3-1： 知覺閒散之驗證性因素分析結果摘要 40
表3-2： 報復動機之驗證性因素分析結果摘要 42
表3-3： 反生產工作行為量表-填答「從未表現」之人數與百分比 44
表3-4： 自評反生產工作行為之驗證性因素分析結果摘要 47
表3-5： 他評反生產工作行為之驗證性因素分析結果摘要 48
表3-6： 反生產工作行為之區別效度結果摘要 49
表3-7： 知覺組織支持之驗證性因素分析結果摘要 50
表3-8： 知覺處罰可能性之驗證性因素分析結果摘要 51
表3-9： NAPA之驗證性因素分析結果摘要 53
表3-10： 問卷回收說明 54
表4-1： 主管與部屬樣本特性統計 58
表4-2： 各變項之平均數、標準差與相關係數 60
表4-3： 知覺閒散與反生產工作行為之階層迴歸分析 62
表4-4： 知覺閒散與報復動機之階層迴歸分析 63
表4-5： 報復動機與反生產工作行為之階層迴歸分析 64
表4-6： 報復動機中介效果之區段迴歸(自評) 67
表4-7： 報復動機中介效果之區段迴歸(他評) 68
表4-8： 知覺組織支持干擾效果之階層迴歸(自評) 70
表4-9： 知覺組織支持干擾效果之階層迴歸(他評) 71
表5-1： 研究假設與結果彙整 76
表5-2： 共同方法變異分析結果 87

圖目次
圖3-1： 研究架構 36
圖4-1： 知覺組織支持對報復動機與自評人際面反生產工作行為 73
圖4-2： 知覺組織支持對報復動機與自評組織面反生產工作行為 73
圖4-4： 知覺組織支持對報復動機與他評人際面反生產工作行為 74
圖4-5： 知覺組織支持對報復動機與他評組織面反生產工作行為 74

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