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研究生:謝家閏
研究生(外文):Jia-ruen Shie
論文名稱:企業員工對於組織公平與不公平認知決策模式之研究—應用CIT方法與AHP方法
論文名稱(外文):A Study of Decision Model on Organizational Justice and Injustice for Business Employees - Applied CIT method and AHP method
指導教授:林育理林育理引用關係
指導教授(外文):Yuli Lin
學位類別:碩士
校院名稱:南台科技大學
系所名稱:企業管理系
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
論文出版年:2007
畢業學年度:95
語文別:中文
論文頁數:115
中文關鍵詞:組織公平關鍵事件法層級分析法
外文關鍵詞:Organizational justice、Critical Incidents Technique (CIT)、Analytic Hierarchy Process(AHP)
相關次數:
  • 被引用被引用:2
  • 點閱點閱:226
  • 評分評分:
  • 下載下載:0
  • 收藏至我的研究室書目清單書目收藏:0
本研究之主要目的乃是針對公平與不公平認知決策模式,而本研究將應用到二個研究方法,研究一關鍵事件法(CIT)將針對員工記憶中關鍵事件進行分析,期能找出員工判斷之差異後,再進行研究二層級分析法(AHP)針對員工對於公平與不公平認知之共同因素,求出重要順序。公平一直是當今人類社會所追求的最基本價值目標之一。然而,在面對企業環境不斷變化,雇主不斷要求員工積極創新,突破,此環境之下,組織對於員工公平知覺的了解更行重要。而在組織內部所提及到的公平認知,為組織公平,將討論企業裡內部相關問題,例如薪資、績效、人際間的處理…等問題,將與員工公平有著密不可分的關係,但是組織公平文獻對於公平與不公平的事件與成因及內容,一直缺乏系統性的了解,因此本研究以此為主要切入點,進而深入探討此問題,期能對於此問題提出解決之道。
研究一將以南部企業人士為研究對象,有效訪談對象有120人,進行關鍵事件法(CIT)收集相關因素,進行歸納分析之後,研究結果顯示,分別取得公平與不公平認知之九個共同因素,分別為教育訓練、組織規定、升遷制度、薪資管理、人員配置、工作分配、績效管理、獎懲制度、員工關係,而單一認知(公平、不公平)之因素,單一認知(公平)之因素,分別為員工福利、工作輪調、過程公開。當單一認知(不公平)之因素,分別為勞資關係、員工福利。
研究二將以南部企業主管階級人員為研究對象,有效訪談對象為35人,進行層級分析法(AHP)針對公平與不公平認知之九個共同因素,進行相關軟體分析,研究結果顯示,分別得知重要性依序如下:一、員工關係,二、薪資管理,三、獎懲制度,四、績效管理,五、人員配置,六、升遷制度,七、工作分配,八、教育訓練,九、組織規定。最後,經由此研究,提供企業內部員工經營管理之建議,並針對後續研究者提供未來方向。
This research the main purpose is in view of justice and injustice cognition decision-making pattern, and this research will apply to two research methods, studying one Critical Incidents Technique(CIT) will to employee remember medium the key affairs carry on analysis, after wishing difference of finding out employee's judgment, again carry on studying a two Analytic Hierarchy Process (AHP) to aim at employee for the common factor of the justice and the injustice cognition, beg importance sequence. Justice always is one of most basic value goals which the human society pursues now. However, in faces the enterprise environment to change unceasingly, the employer requests the staff to innovate positively unceasingly, the breakthrough, under this environment, organizes regarding the staff justice consciousness understanding to remarry importantly. But justice cognition which mentions in the organization interior, is justice for the organization, will discuss in the enterprise the internal correlation question, for example salary, achievements, interpersonal processing…etc. problem, will with employee fair have an inseparable relation, but the organization justice literature regarding the origin and content of the justice and injustice event, lacks the systematic continuously understanding, Therefore this research take this as the main breakthrough point, then discusses this question thoroughly, the time can propose the solution regarding this question.
Study one will take south enterprise personage as a research object, the valid interview object contain 120 people, carrying on Critical Incidents Technique(CIT) to collect a related factor, carrying on after inducing analysis, study a result manifestation, obtain nine common factors of justice and injustice cognition respectively, distinguish for the training, organization provision, promoted system, salary management, the personnel install, work allotment, results management, the prize and punishment system, employee relate to, and single cognition(justice and injustice) its factor, single cognition(justice) of factor, adjust for employee's welfare, work round respectively, the process open. When single factor for cognizance(injustice) is a labor relations, employee's welfare respectively.
Study two will with south enterprise supervisor class personnel for research object, interview the object as 35 people effectively, carry on nine common factors that the Analytic Hierarchy Process(AHP) aims at justice and injustice cognition, carry on related software analysis, study result manifestation, respectively know importance one after another and as follows: one, the employee relate to, two, salary management, three, prize and punishment system, four, results management, five, the personnel install, six, promote system, seven, work to assign, eight, training, nine, organization provision. End, provide an enterprise the internal employee to conduct the suggestion of management, and provide the direction of future to follow-up researcher through this research.
摘 要...............................................................II
英文摘要............................................................III
致 謝...............................................................V
目 錄..............................................................VI
圖目錄........................................................... VIII
表目錄............................................................. IX
第壹章 緒論...........................................................1
第一節 研究背景與動機..................................................1
第二節 研究目的.......................................................3
第三節 研究流程.......................................................4
第貳章 文獻探討.......................................................5
第一節 公平定義.......................................................5
第二節 組織公平.......................................................7
第三節 組織公平前因與後果.............................................31
第參章 研究方法......................................................39
第一節 研究層級分析圖.................................................39
第一節 關鍵事件法.....................................................42
第二節 層級分析法.....................................................45
第肆章 研究一........................................................54
第一節 問卷發放與回收.................................................54
第二節 問卷結果......................................................56
第伍章 研究二........................................................91
第一節 問卷發放與回收.................................................91
第二節 問卷結果......................................................93
第陸章 結論與建議.....................................................97
第一節 結論..........................................................97
第二節 研究貢獻......................................................98
第三節 研究建議......................................................99
參考文獻...........................................................101
中文文獻...................................................101
英文文獻...................................................102

附錄一.............................................................111
附錄二.............................................................113


圖 目 錄
【圖1-1】 研究流程圖..................................................4
【圖2-1】 組織公平前因變項與後果變項圖.................................32
【圖3-1】 公平不公平認知共同因素之層級分析圖............................41
【圖3-2】 層級程序分析法流程圖........................................48
【圖5-1】 整體評估要素重要程度之分析(Bar圖)............................96
【圖5-2】 整體評估要素重要程度之分析(Pie圖)............................96

表 目 錄
【表2-1】 公平定義...................................................5
【表2-2】 學者分配公平定義............................................8
【表2-3】 分配公平之實證研究.........................................13
【表2-4】 學者程序公平定義...........................................16
【表2-5】 程序公平之實證研究.........................................23
【表2-6】 學者互動公平定義...........................................26
【表2-7】 互動公平之實證研究.........................................28
【表2-8】 分配公平之組織公民行為......................................34
【表2-9】 程序公平之組織公民行為......................................35
【表2-10】 互動公平之組織公民行為......................................35
【表2-11】 分配公平之負面工作行為與退縮行為.............................36
【表2-12】 程序公平之負面工作行為與退縮行為.............................37
【表2-13】 互動公平之負面工作行為與退縮行為.............................37
【表3-1】 AHP 法評估尺度意義及說明....................................49
【表3-2】 隨機指標值(Random Index , R.I)...........................52
【表4-1】 問卷回收情況...............................................54
【表4-2】 樣本基本資料...............................................55
【表4-3】 公平與不公平認知之九個共同因素...............................90
【表4-4】 單一認知(公平、不公平)之因素.................................90
【表5-1】 問卷回收情況...............................................91
【表5-2】 樣本基本資料...............................................92
【表5-3】 公司層面與主管層面之權重與排序...............................93
【表5-4】 公司層面所包含之底層因素權重與排序............................94
【表5-5】 主管層面所包含之底層因素權重與排序............................94
【表5-6】 整體評估要素重要程序之分析...................................95
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