如何引發員工的自發主動行為，以增進組織的整體績效，是目前組織行為重要的議題。本研究以國軍的基層管理者為母體(樣本數=362)，測試了一個關於主動行為的前因和後果研究的整體模型。這個主動行為的架構設定為：前因 (知覺主管支持、角色傾向)、路徑(主動行為)及結果(工作績效)，來說明它們彼此間可能存在的因果關係；並加入個人「負向情感」擔任調節變項。本研究採量化研究分析，利用結構方程模型(Structural Equation Modeling；SEM）進行主動行為整體模式的驗證。研究結果顯示，知覺主管支持須透過「角色延展自我效能」而不是「彈性角色傾向」正向影響員工產生主動行為與較高的績效。亦即在「知覺主管支持」為前提下，主動的員工願意幫助他人的目的是為了發展自己，而不是為了達到這份職業的使命，所以才展現出積極主動的行為，進而獲得較高的工作績效。此外，本研究亦證明了員工的負向情感特質，無法影響到員工主動行為與工作績效之間整體模式的關係。

One of the most critical issues of Organizational Behavior is “How to trigger the proactive behavior of employee to enhance the overall performance of organization”. In this study, we tested an integrative mode of antecedents and the consequence of proactive behavior using junior leaders of the R.O.C. army (sample size=362). This model is described as follow: Antecedents affect proactive behavior via perceived supervisor support and role orientations; and the consequence is performance evaluation. Negative affect is used as moderation between proactive behavior and performance to show possible existence of causal relationships. We adopt quantitative analysis approach and using Structure Equation Modeling (SEM) as analytical tool to validate proposed model. Results shows that perceived supervisor support was significantly associated with proactive behavior and produce higher performance via role breath self-efficacy rather than flexible role orientation. That is, under perceived supervisor support, employees demonstrate proactive behavior and reach out to help is for themselves to get higher evaluation appraisal rather than to achieve the mission of the career. Results also showed negative affect of employee would not affect the relationship between proactive behavior and performance evaluation of the overall model.

第一章　緒論 1
1.1 研究背景與動機 1
1.2 研究目的 4
1.3 研究流程 4
第二章 文獻探討與假設推論 6
2.1 職場中的主動行為 6
2.1.1 建言 9
2.1.2 主導 10
2.1.3 議題推銷 11
2.1.4 小結主動行為 11
2.2 知覺主管支持 12
2.3 角色傾向 13
2.3.1 角色延展自我效能 13
2.3.2 彈性角色傾向 15
2.3.3 小結角色傾向 16
2.4 工作績效 18
2.4.1 工作績效的定義 18
2.4.2 工作績效的構面 19
2.5 負向情感 21
2.6 知覺主管支持、角色傾向與主動行為 22
2.6.1 知覺主管支持與主動行為 23
2.6.2 知覺主管支持、角色延展自我效能及主動行為 23
2.6.3 知覺主管支持、彈性角色傾向及主動行為 25
2.7 主動行為、負向情感與工作績效 26
2.7.1 主動行為與工作績效之關係 26
2.7.2 負向情感、主動行為及工作績效之關係 27
第三章 研究方法 29
3.1 研究架構 29
3.2 變項操作型定義與衡量 29
3.2.1 主動行為 30
3.2.2 知覺主管支持 33
3.2.3 角色延展自我效能 33
3.2.4 彈性角色傾向 34
3.2.5 工作績效 35
3.2.6 負向情感 36
3.2.7 人口變項 37
3.3 共同方法變異 38
3.4 問卷發放及程序 39
3.4.1 研究對象及抽樣方法 39
3.4.2 問卷發放 40
3.5 資料分析方法 42
第四章　資料結果與分析 45
4.1 敍述性統計分析 45
4.2 相關分析 47
4.3 二階驗證性因素分析 48
4.4 信度、效度分析 51
4.5 模式配適度評鑑 53
4.6 SEM分析與假設驗證 54
4.6.1 SEM直接效果驗證 54
4.6.2 中介效果 55
4.6.3 調節模型 58
4.7 假設驗證結果 60
第五章　討論與結論 61
5.1 結果討論 61
5.1.1 知覺主管支持、積極角色傾向動機與主動行為之關係 61
5.1.2 主動行為、負向情感及工作績效之關係 62
5.2 研究貢獻 63
5.3 未來研究與限制 63
5.4 管理意涵 64
5.5 結論 66

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