臺灣博碩士論文加值系統

　　對組織而言，員工若不願在發現問題的當下就將它提出，將不利組織防患於未然。因此，瞭解員工為何不積極建言，而是選擇保持沉默就成為一項重要的議題。過去研究指出，「莫越級提出建言」、「莫當眾讓人難堪」等內隱建言信念能正向影響員工沉默行為，然而，迄今卻尚未發現有助減緩此正向關係的因子。本研究試圖分別依據社會認知理論及計畫行為理論，探討建言氣候知覺和感受建言義務可能具有的干擾效果。
　　本研究以高科技產業之研發團隊人員為研究母體，抽樣37間高科技公司，共發放120組團隊、計546份研發人員問卷，扣除填答不符標準之問卷後，有效樣本為350份，並以階層迴歸分析檢驗各研究假設。研究結果顯示：（一）高建言氣候知覺能減弱莫越級提出建言與員工沉默行為間的正向關係；（二）高建言氣候知覺能減弱莫當眾讓人難堪與員工沉默行為間的正向關係；（三）高感受建言義務能減弱莫當眾讓人難堪與員工沉默行為間的正向關係。
　　根據研究結果，進一步提出三點管理意涵：（一）團隊主管應該積極改變員工可能具有的內隱建言信念；（二）求「言」若渴之主管應致力營造出對建言友善的環境；（三）主管可以透過賦權等實際作為，培養積極視建言為己任的員工。最後，本研究亦提出未來研究方向與限制以供後續研究參考。

Organizaitons may fail to prevent problems from happening in the first place if their employees are unwilling to speak up right after they find mistakes. Understanding why employees do not voice but remain silent thus becomes an important issue. Past research has indicated that implicit voice theories such as “don’t bypass the boss upward” and “don’t embarrass the boss in public” are positively related to employee silence. It is, however, barely known that in what situations these implicit theories are less likely to reinforce employee silence. The present study, using social cognitive theory and the theory of planned behavior, therefore, aimed to explore whether individuals’ perceptions of voice climate and felt obligation for constructive change could moderate the above-mentioned positive relationships.
The data were collected from 120 R&;D teams of the 37 high-tech companies in Taiwan. A total of 546 subjects participated and 350 valid samples were obtained. To test the research hypotheses, hierahical regression analysis was adopted. The results showed three patterns: first, high perception of voice climate did weaken the positive relationship between “don’t bypass the boss upward” and employee silence; second, high perception of voice climate also reduced the positive effect of “don’t embarrass the boss in public” on employee silence; and third, high felt obligation could diminish the relationship between “don’t embarrass the boss in public” and employee silence.
Based on the results, three practical implications were illustrated as following. To start with, team managers should proactively change subordinates’ implicit voice theoies. Second, team managers in thirst for more voice need to build a “voice-friendly” environment. Third, team managers can cultivate employees’ responsibility for voice to elicit more voice. Suggestions for future research and limitations of the present study are also discussed.

中文摘要 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 4
第三節 研究流程 4
第四節 名詞釋義 6
第二章 文獻探討 8
第一節 內隱建言信念和員工沉默行為 8
第二節 建言氣候知覺的干擾角色 13
第三節 感受建言義務的干擾角色 16
第三章 研究方法 20
第一節 研究架構與假設 20
第二節 研究對象 21
第三節 研究工具 21
第四節 調查實施 27
第五節 資料分析 28
第四章 研究結果與討論 30
第一節 樣本描述 30
第二節 整體樣本之適配度 32
第三節 建言氣候知覺的干擾效果 35
第四節 感受建言義務的干擾效果 38
第五章 結論與建議 41
第一節 研究主要發現 41
第二節 研究結論 43
第三節 研究建議 47
第四節 研究限制 52
參考文獻 55
附錄 67
表 3-1 區別效度分析 25
表 3-2 變項間區別效度檢定分析摘要 25
表 3-3 共同方法變異分析結果 26
表 3-4 問卷發放與回收狀況統計 27
表 4-1 樣本特性統計分析 31
表 4-2 各變項之敘述統計量與相關係數 32
表 4-3 整體驗證性因素分析結果 34
表 4-4 內隱建言信念與建言氣候知覺對員工沉默行為之交互作用 35
表 4-5 內隱建言信念與感受建言義務對員工沉默行為之交互作用 38
表 5-1 結果摘要 41
圖 3-1 研究架構 20
圖 4-1 莫越級提出建言、建言氣候知覺對員工沉默行為交互效果 36
圖 4-2 莫當眾讓人難堪、建言氣候知覺對員工沉默行為交互效果 37
圖 4-3 莫當眾讓人難堪、感受建言義務對員工沉默行為交互效果 40

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