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研究生:Muhammad Haikal
研究生(外文):Muhammad Haikal
論文名稱:個人、工作與組織等不同資源在員工工作與組織敬業上的角色
論文名稱(外文):The Role Of Personal, Job And Organizational Resources In Predicting Job And Organizational Engagements
指導教授:李志鴻李志鴻引用關係
指導教授(外文):Lee, Jyh-Hong
口試委員:李志鴻姜 定 宇林佩冠
口試委員(外文):Lee, Jyh-HongJiang, Ding-YuLin, Pei-Kuan
口試日期:2012-07-20
學位類別:碩士
校院名稱:亞洲大學
系所名稱:心理學系碩士班
學門:社會及行為科學學門
學類:心理學類
論文種類:學術論文
論文出版年:2012
畢業學年度:100
語文別:英文
論文頁數:96
中文關鍵詞:工作敬業組織敬業
外文關鍵詞:Job engagementOrganizational engagement
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本研究檢視個人資源、工作資源與組織資源在預測員工對工作、對組織等兩種不同的敬業態度上的角色,探究個人資源是否為影響敬業態度的首要因素,而工作資源與組織資源是否為可能為其各自預測工作敬業與組織敬業的調節變項。314位參與者填寫線上問卷,其中包括3類資源的評估,以及2種敬業態度的測量。
結果發現:1)個人資源為工作敬業的主要預測指標,而組織敬業的首頁預測指標乃為組織資源;3)工作資源為個人資源在預測工作敬業時的調節變項;3) 組織資源為個人資源在預測組織敬業時的調節變項。
進一步地,本研究嘗試找出最佳的預測迴歸式,發現工作敬業迴歸的主要結構是個人資源與工作資源的交互作用,而組織敬業的迴歸式則是排除交互作用的組織資源與個人資源。最後,本研究討論各種資源的重要性及其管理學上的意涵。

This study examined the role of personal, job and organizational resources in predicting two types of employee engagement, job and organizational. It aims to examine personal resources as the most important predictor for job engagement and organizational engagement whereas job resources and organizational resources will play the role of moderator in job and organizational engagements.
It invites 314 participants to administrate a web-based questionnaire which includes 5 measurements, 3 for predictors and 2 for criteria. With the simple and hierarchical regression analysis, this study finds: 1) The personal resources as the most important predictor for job engagement, whereas the organizational resources as the most important predictor for organizational engagement; 2) The job resources as the moderator of personal resources in predicting job engagement; 3) The organizational resources as the moderator of personal resources in predicting organizational engagement.
In addition to that, this study also discusses the optimal regression formula for job engagement and organizational engagement, then to observe the importance of different resources and emphasize the personal resources.

ACKNOWLEDGEMENTS ii
ABSTRACT iii
ABSTRACT IN CHINESE iv
Introduction 1
1.1 Introduction 1
Work engagement is important 1
What is employee engagement? 2
Previous studies review 4
The research gap 5
1.2 Contributions of This Study 7
1.3 Research Purpose and Question 7
Literature Review 9
2.1 Two Levels of Employee Engagement 9
2.1.1 Job Engagement 9
2.1.2 Organizational Engagement 10
2.2 Antecedent of engagement 11
2.2.1 Personal resources 11
2.2.1.1 Self efficacy 12
2.2.1.2Organization based self-esteem 12
2.2.2 Job resources 13
2.2.2.1Autonomy 13
2.2.2.2Coworker Support/Social Support 13
2.2.2.3Feedback 15
2.2.3 Organizational resources 16
2.2.3.1Perceived Organizational Support 16
2.2.3.2Rewards and recognition 17
2.2.3.3Procedural justice 17
3.1 Participant 21
3.2 Research Design 21
3.3 Measurements tools 22
3.3.1 Employee Engagement 22
3.3.2. Personal resources 25
3.3.3. Job resources 27
3.3.4.Organizational resources 30
3.3.5 The justification of the three resources 33
3.4 Procedures 36
3.5 Data Analysis Method 37
Result 38
4.1. Descriptive Statistics 38
4.2. Effect of Demographic Variables 40
4.3 Testing of Hypothesis 46
4.3.1 The Role of Personal resources on Job and Organizational Engagement 46
4.3.2 Moderation Effect Job and Organizational resources on Personal resources in Predict to Job Engagement 49
Discussions 64
5.1 Research Findings 64
5.2 Implications for Managerial Practice 66
5.2.1 For Job Engagement 66
5.2.2 For Organizational Engagement 68












List of table

Table 3.1 Item Analysis Result for the Job Engagement Scale 24
Table 3.2 Item Analysis Result for the Organizational Engagement Scale 25
Table 3.3 Item Analysis Result for the General Self Efficacy Scale 26
Table 3.4 Item Analysis Result for the OBSE Scale 27
Table 3.5 Item Analysis Result for the Autonomy Scale 28
Table 3.6 Item Analysis Result for the Social Support Scale 29
Table 3.7 Item Analysis Result for Feedback Original Scale 29
Table 3.8 Item Analysis Result for Feedback New Version Scale 30
Table 3.9 Item Analysis Result for POS Original Scale 31
Table 3.10 Item Analysis Result for POS New version Scale 32
Table 3.11 Item Analysis Result for Reward & recognition Scale 32
Table 3.12 Item Anaysis Result for Procedural Justice Scale 33
Table 3.13 Reliability analysis of three resources……………………………………………….34
Table 3.14 Summary of Correlations among the Study Variables………………………………35
Table 3.15 Summary of three resources…………………….………………………………………35
Table 4.1 Demographic Variable Frequency of Samples (n = 314) 40
Table 4.2 Descriptive of Variable 40
Table 4.3 Effect of Employee’s Gender on Research Variables 41
Table 4.4 Effect of Employee’s Age on Research Variables 44
Table 4.5 Effect of Employee’s Education on Research Variables 44
Table 4.6 Effect of Employee’s Seniority on Research Variables 45
Table 4.7 A Summary of Simple Regression Analysis on Job Engagement 47
Table 4.9 A Summary of Simple Regression Analysis on Organizational Engagement 48
Table 4.10 A Stepwise Regression Analysis of Organizational Engagement: in the same level………………………………………………………………………….…………...49
Table 4.11 A summary of Simple Regression Analysis of Interaction Variables on Job Engagement…………………………………………………………………….………...50
Table 4.12 A Stepwise Regression Analysis of Interaction Variables on Job Engagement: in the same level……….………………………………………………………….…...………..51
Table 4.13 A Summary of Simple Regression Analysis of Interaction Variables on Organizational Engagement……………………….……………………………………..52
Table 4.14 A Stepwise Regression Analysis of Interaction Variables on Organizational Engagement: in the same level…….………………………………………………….….53
Table 4.15 Model 1 of Job Resources Moderation on Personal Resources in Predicting Job Engagement 54
Table 4.16 Model 2 of Job resources Moderation on Personal resources in Predicting Job Engagement 54
Table 4.17 Model 3 of Organizational resources Moderation on Personal resources in Predicting Job Engagement 55
Table 4.18 Model 4 of Organizational resources Moderation on Personal resources in Predicting Job Engagement 56
Table 4.19 Model 5 of Job and Organizational resources Moderation on Personal resources in Predicting Job Engagement 57
Table 4.20 Model 1 of Job resources Moderation on Organizational resources in Predicting Organizational Engagement 58
Table 4.21 Model 2 of Job resources Moderation on Organizational resources in Predicting Organizational Engagement 59
Table 4.22 Model 3 of Personal resources Moderation on Organizational resources in Predicting Organizational Engagement 59
Table 4.23 Model 4 of Personal resources Moderation on Organizational resources in Predicting Organizational Engagement 60
Table 4.24 Model 5 of Job and Personal resources Moderation on Organizational resources in Predicting Organizational Engagement 61
Table 4.25 Model 1 of Organizational resources Moderation on Personal resources in Predicting Organizational Engagement 62
Table 4.26 Model 2 of Organizational resources Moderation on Personal resources in Predicting Organizational Engagement 63
Table 4.27 Model 3 of Job resources Moderation on Personal resources in Predicting Organizational Engagement 63
Table 4.28 Model 4 of Job resources Moderation on Personal resources in Predicting Organizational Engagement 64
Table 4.29 Model 5 of Job and Organizational resources Moderation on Personal resources in Predict to Organizational Engagement 65




List of Figure

Figure 1 The Research Model 22

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