(34.239.176.198) 您好!臺灣時間:2021/04/23 20:42
字體大小: 字級放大   字級縮小   預設字形  
回查詢結果

詳目顯示:::

我願授權國圖
: 
twitterline
研究生:楊典翰
研究生(外文):Dien Han Yang
論文名稱:領導成員交換關係對職場偏差行為之影響 -台日美企業文化為干擾變數
論文名稱(外文):The Influence of Leader – Members exchange on WorkplaceDeviance Behavior – Business Culture of Taiwan, Japan and U.S.as a Moderating Variable
指導教授:陳映羽陳映羽引用關係
指導教授(外文):Ying-Yu Chen
口試委員:梁進龍段宜祥
口試日期:2013-05-27
學位類別:碩士
校院名稱:真理大學
系所名稱:企業管理學系碩士班
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:2013
畢業學年度:101
語文別:中文
論文頁數:104
中文關鍵詞:領導成員交換關係職場偏差行為企業文化
外文關鍵詞:Leader- Members exchangeWorkplace Deviance BehaviorBusiness Culture
相關次數:
  • 被引用被引用:5
  • 點閱點閱:443
  • 評分評分:系統版面圖檔系統版面圖檔系統版面圖檔系統版面圖檔系統版面圖檔
  • 下載下載:166
  • 收藏至我的研究室書目清單書目收藏:1
本研究旨在探討領導成員交換對職場偏差行為的影響。領導者與成員關
係之涵意,從一開始的工作規範,部屬聽從主管的指示,並且遵守準則,而
主管也會給予部屬相當的獎勵金以換取需求。彼此間互動與影響更為重要,
其中職場偏差行為最為嚴重,造成組織和個人傷害。尤其在全球化之議題紛
紛崛起,因此本研究試圖探討台日美企業文化差異對於領導成員交換和職場
偏差行為的影響。本研究以全台灣的全職員工為對象,共發放420 份問券,
總計回收共381 份有效問券,有效問卷回收率為90.71%。
實證結果顯示,領導成員交換關係對職場偏差行為具有負向影響。即領
導成員交換關係越好,越不會產生職場偏差行為,而領導成員交換對職場偏
差行為之關係會受到台日美不同企業文化之干擾,即不同企業國籍之員工,
其領導成員交換對職場偏差行為影響關係會越高,本研究對此進行研究結果
之探討,並於後續提出建議。
This study explored the effect of Leader- members exchange on workplace
deviance behavior. Leaders and membership of meaning, from the beginning of
productivity, employees listen to point of the Manager, and to observe with a
basis, the Manager also to employees quite a reward in exchange for the
demand. Among interaction and impact others important , among workplace
deviance behavior most critical. Not only damages organization and individual.
Especially, the topics of globalization appear one by one, so this study tried to
explore the effect of nationality difference on Leader- members exchange onworkplace deviance behavior. The study objects are employees in Taiwan. 420
questionnaires were distributed, among them 381 effective questionnaires were
returned. Effective response rate 90.71%.
The empirical result indicates that Leader- members exchange has negative
impact on workplace deviance behavior, The relationship between Leadermembers
exchange and workplace deviance behavior isn’t affected by different
nationalities. For employees with different nationalities, Leader- members
exchange has more impact on workplace deviance behavior. This study analyzed
this result and put forward suggestion consequently.
第壹章緒論 ........................................................................................................... 1
第一節 研究背景 .......................................................................................... 1
第二節 研究目的與問題 .............................................................................. 3
第三節 研究流程 .......................................................................................... 4
第貳章文獻探討 ................................................................................................... 7
第一節 領導成員交換關係 .......................................................................... 7
第二節 職場偏差行為 ................................................................................ 14
第三節 台、日、美企業文化 .................................................................... 24
第四節控制變數 .......................................................................................... 38
第參章研究方法 ................................................................................................. 40
第一節 研究架構 ........................................................................................ 40
第二節 研究假設 ........................................................................................ 41
第三節 操作型定義 .................................................................................... 44
第四節資料蒐集與分析方法 ...................................................................... 46
第肆章研究結果 ................................................................................................. 48
第一節 基本資料分析 ................................................................................ 48
第二節 信度分析 ........................................................................................ 53
第三節 全體樣本之相關結果分析 ............................................................ 54
第四節 檢驗研究假說 ................................................................................ 60
第伍章 結論 ....................................................................................................... 68
第一節 結論 ................................................................................................ 68
第二節 管理建議 ........................................................................................ 70
第三節 研究限制與後續研究之建議 ........................................................ 73
參考文獻 ............................................................................................................. 75
附錄一 問卷調查 ............................................................................................... 88
一、 中文部分
1. 曹國雄、吳雅芳(1996),《我國績效評估制度的差異比較―以美商、日商
和台商為例》,中原學報,第24 期,頁23-24。
2. 王瑞申(2004)《關係品質、組織承諾與知識分享意願之關係研究》,
義守大學管理研究所未出版碩士論文。
3. 羅豐良(2001)《社會控制對兒童偏差行為影響之研究》,中國文化大學兒
童福利研究所碩士論文。
4. 曹羽男(2006) 《組織情境認知、個人道德標準與員工偏差行為之
關係》,國立台灣科技大學企業管理系研究所。
5. 蘇英玫(2007) 《國小高年級學童同儕關係與校園偏差行為之相關研究》,
台北市立教育大學社會科教育研究所碩士論文。
6. 周淑如(2007)。《家庭暴力經驗,社會支持與國中生偏差行為之關聯性研
究》。國立成功大學。
7.吳宜貞 (2006)。《學童偏差行為輔導案例。諮商與輔導》,241,59-63。
8. 陳羿足、董旭英 (2002)。《探討家庭因素與青少年偏差行為之關聯性:重
新思考「家庭氣氛」的測量內涵及建構一個家庭解釋的新方向》。教育研
究月刊,94,71-87。
9. 吳孟玲、江達隆(2005)《組織不當行為影響因素之探討-以服務業及製
造業為例》,管理學報,第 22 卷 3 期:329~340。
10. 楊濱燦、鄭清陽(2004)《組織公平與職場偏差行為關係之研究-以資訊
產業為例》,管理思維與實務學術研究論文集,815-828 。
11. 陳武天(2007)《國中學生同儕關係、偏差行為與中途輟學之研究》,彰
化師範大學教育研究所論文。
12. 許甄育(2005)《緊張因素、負面情緒、制握信念與男女性青少年偏差
行為之關聯性研究》,國立成功大學教育研究所碩士論文。
13. 吳青松(1999)《國際企業管理理論與實務》,智勝文化。
14. 黃郁珉(2009)《國中生人格特質、知覺教師管教方式與偏差行為之關係
研究》,國立臺中教育大學教育學系研究所論文。
15. 鄭秀足(2004) 《國中生生活壓力、自尊與偏差行為之相關研究》,國立
彰化師範大學輔導與諮商學系輔導活動教學班碩士論文。
16. 謝博宇(2009) 《國小學生自我控制與偏差行為之研究》,國立嘉義大學
教育行政與政策發展研究所碩士論文。
17. 陳雯君(2008)《親子關係對青少年偏差行為影響之研究》,銘傳大學教
育研究所碩士論文。
18. 許春金(2007)《犯罪學-修訂五版》,中央警察大學。
19. 鄭伯壎(1991) 《家族主義與領導行為》,台北遠流。
77
20.李美華(2000)《跨國企業組織文化與跨文化管理研究之應用與探討》,
新聞學研究,63:163-199。
21. 鄭伯壎、周麗芳、樊景立(2000) 《家長式領導量表:三元模式的建構
與測量》,本土心理學研究期刊,14,3-64。
22. 鄭伯壎、郭建志、任金剛(2001) 《組織文化:員工層次的分析》,遠
流出版公司。
23. 周寶玲 (2003) 《中日間の異文化経営と異文化コミュニケーシ
ョン》,立命館経営刊 第42巻第3号.
24.唐澤麻里、野野口ちとせ、陳明娟(2011) 《在台湾日系企業の社内コミ
ュニケーション対する駐在員の認識》,御茶ノ水女子大学人文科学研
究 第7巻.
25. 河野豐弘 著,彭德中 譯(1990)《改造企業文化:如何使企業展現活
力》,台北:遠流出版.

二、 英文部分
1. Agnew, R. (1992). Foundation for a General Strain Theory of Crime
and Delinquency, Criminology 30:47-87.
2. Allison, S.T. and Herlocker C.E., (1994), “Constructing Impressions
In Demographically Diverse rganizational Settings,” American
Behavioral Scientist, 37(5), 637-653.
3. Aquino, K., Lewis, M. U., & Bradfield, M. (1999). Justice constructs,
negative affectivity,and employee deviance : A proposed model and empirical test. Journal of Occupational Behavior, 20, 1073-1091.
4. Aquino, K. (2000). Structural and individual determinants of workplace
victimization: The effects of hierarchical status and conflict management style.
Journal of Management, 26,171-193.
5.Appelbaum, S. H., Laconi, G. D., and Matousek, A., (2007), Positive
and negative deviant workplace behavior: cause, impacts and
solutions,Corporate governance, 7(5), 586-598.
6. Bochner, S., & Hesketh, B. (1994). Power distance,
individualism/collectivism, and job-related attitudes in a culturally diverse
work group. Journal of Cross-Cultural Psychology, 25, 233-257.
7. Bies, R. J., & Tripp, T. M. (1996). The many faces of revenge: The good, the
bad, and theugly. In: Greenberg , J. and Robinson , S. L.(Chairs) Antisocial
behavior in organizations. Research theory and applications. Symposium
conducted at the annual meeting of the Academy of Management, Cincinnati,
OH, August 1996.
8. Baron, R. A., & Neuman, J. H.(1996). Workplace violence and workplace
aggression:Evidence on their relative frequency and potential causes.
Aggressive Behavior, 22, 161-173.
9. Bennet, R. J. (1998). Perceived powerlessness as a cause of employee
deviance. In R. W.Griffin, A. O’Leary-Kelly and J. M. Collins (Eds.)
Dysfunctional behavior in organizations: Violent and deviant behavior.
Stamford, CT: JAI Press.
10.Bennett, R. J., & Robinson, S. L. (2000). Development of a measure of
workplace deviance. Journal of Applied Psychology, 85, 349-360.
11.Chu, T. P. (1993). Labor relations of US manufacturers in Taiwan.
Human Resource Development Monthly, 2(February), 3-9.
12. Clugston, M., Howell, J. P., & Dorfman, P. W. (2000). Does cultural
socialization predict multiple bases and foci of commitment. Journal of
Management,26, 5-30.
13.Cooper, D. R., & Schindler, P. S. (2003). Business Research Methods
(8th edition). USA: McGraw-Hill.
14. Dansereaum, F., Graen, G., & Haga, W. J. (1975). A Vertical Dyad
Linkage Approach to Leadership within Formal Organizations: A
Longitudinal Estimation of the Role Making Process. Organization
Behavior and Human Performance, 13 (1), 46-78.
15. Ditton, J. (1977). Part-time crime: An ethnography of fiddling and pilferage.
London: Macmillan.
16. Deal, T. E. and Kennedy, A. A.(1982), Corporate cultures, MA: Addison
Wesley.
17. Dienech,R.M.S. & Liden,R.C.(1986).Leader-Member Exchange
Model of Leadership:A Critique and Further Development. Academy of
Management Review.11:618-634.
18. Dension (1990).Corporate Culture and Organizational Effectiveness, New
York:John Wiley& Sons.
19. Dockery, T.M., & Steiner, D.D.(1990). The role of initial interaction in
leader-member exchange. Group and Organization Studies, 15,
395-413.
20. Dalton, D. R., & Mesch, D. J. (1991). On the extent and reduction of
avoidable absenteeism:An assessment of absence policy provisions. Journal
of Applied Psychology, 76, 810-818.
21.Dalton, D. R., & Wimbush, J. C. (1998). Absence does not make the heart
grow fonder. In R.W. Griffin, A. O’Leary-Kelly and J. M. Collins (Eds.),
Dysfunctional behavior inorganizations: Violent and deviant behavior.
Stamford, CT: JAI Press.
22. Deluga, R. J. (1994). “Supervisor trust building, leader-member exchange
and organizational citizenship behaviour,” Journal of Occupational and
Organizational Psychology, Vol.67, No.1, pp. 315-326.
23. Douglas, S. C. & Martinko, M. J. (2001). Exploring the role of individual
difference in the prediction of workplace aggression. Journal of Applied
Psychology, 86, 547-559.
24. Diefendorff, J. M., & Mehta, K.(2007). The Relations of Motivational Traits
With Workplace Deviance. Journal of Applied Psychology, Vol.92, No.4, pp.
67-977.
25. Folger, R. & Skarlicki, D. P, (1998). A popcorn metaphor for employee
aggression. In R. W.Griffin, A. O’Leary-Kelly and J. M. Collins (Eds.),
Dysfunctional behavior inorganizations: Violent and deviant behavior.
Stamford, CT: JAI Press.
26. Graen, G. B., and Cashman, J., (1975), A role-making model of leadership in
formal organizations..A development approach. In J. G. Hunt and L. L.
Larson (Eds), Leadership Frontiers (pp. 143-165).
27. Graen, G. &Cashman, J. F.(1975). Leadership frontiers (1975) Hunt, James
G.; Larson, Lars L.. Kent, Ohio: Comparative Administration Research
Institute, Graduate School of Business Administration, Kent State
University : distributed by Kent State University Press.
28. Graen, G. & Scandura, T.(1987). Toward a psychology of dyadic organizing.
In B. M. Staw & L. L. Cummings(Eds.), Research in organizational behavior,
Vol. 9.(pp.175-208).
29. Greenberg, J. (1990a). Employee theft as reaction to underpayment inequity:
The hidden costof pay cut. Journal of Applied Psychology, 75, 561-568.
30. Greenberg, J. (1993). Stealing in the name of justice: Informational and
interpersonal moderators of theft reaction to underpayment inequity.
Organizational Behavior and Human Decision Process, 54, 81-103.
31. Graen,G.B. & Uhl-Bien,M.(1995).Relationship-Based Approach to
leadership : Development of Leader-Member Exchange(LMX)Theory of
Leadership over 25 Years : Applying a Multi-Level Multi-Domain
Perspective.Leadership Quarterly Vol.6 No.2,pp.219-247.
32. Green, S.G., Anderson, S.E., & Shivers, S.L.(1996). Demographic and
organizational influences on leader-member exchange and related work
attitudes, Organizational Behavior and Human Decision Process, 66,
203-214.
33. Greenberg, J. (1997). Occupational crime (2nd ed.). Chicago: Nelson-Hall.
34. Hirschman, A.O. (1970). Exit, Voice, and Loyalty: Responses to Decline in
Firms, Organizations, and States. Cambridge, MA: Harvard University Press.
35. Hofstede, G. H. (1980). Culture's consequences : International differences
in work-related values. Beverly Hill, CA : Sage.
36. Hofstede, G. (1983). National Cultures in Four Dimensions: A
Research-based Theory of Cultural Differences among Nations, International
Studies of Management and Organization, Vol. 13, No.1-2, pp. 46-75.
37. Hofstede, G.(1993). Cultural Constraints in Management Theories, Academy
of Management Executive (AEX), 7(1), PP. 81-94.
38. Hofstede, G. (1990b), “Managerial Culture and Work-Related Values in India", Organization Studies. 11(1), pp. 106.
39. Harper, D.(1990)”Spotlight abuse-save profits” Industrial
Distribution.79.47-51.
40. Hofstede, G.(1997). Cultures and Organizations, Software of the Mind,
McGraw-Hill Press.
41. Harris LC and Ogbonna E., (2002), Exploring Service Sabotage: The
antecedents, types and consequences of front-line, deviant antiservice
behaviours. Journal of Service Research, 4: 163-183.
42. Hartel C, Gough H and Hartel G., (2006), Service providers' use of
emotionalcompetencies and perceived workgroup emotional climate to
predictcustomer and provider satisfaction with service encounters.
International Journal of Work Organisations and Emotion, 1: 232-254.
43. Hofstede, Geert / Hofstede, Gert Jan / Minkov, Michael (2010)
Cultures and Organizations: Software of the Mind, Intercultural
Cooperation and Its Importance for Survival. Third edition.
McGraw-Hill Professional.
44. Kelloway, E.K., & Barling, J. (2010). Leadership development as an
intervention inoccupational health psychology. Work & Stress, 24, 260-279.
45. Liden,R.C., & Graen, G.B.(1980).Generalizability of the vertical dyad
linkage model of leadership. Academy of Management Joural,23,451-465.
46. Liden, R. C., & Graen, G(. 1980). Generalizability of the vertical dyad linkage
model of leadership. Academy of Management Journal, 23, 451-465.
47. Lehman, W.E.K., Holcom, M.L. & Simpson, D.D., (1990), Employee
healthand performance in the workplace: A survey of municipal
employees alarge southwest city(IBR Technical Report). For Worth, TX:TexasChristian University, Institute of Behavioral Research.
48. Lehman, W. E. K., & Simpson, D. D. (1992). Employee substance use and
on-the-job behavior. Journal of applied psychology, 77, 309-321.
49. Liden R., Wayne, S., & Stilwell, D. (1993). A Longitudinal study on the
early development of leader-member exchange. Journal of Applied
Psychology,78, 87-128.
50. Liden, R.C., Sparrowe, R.T., & Wayne,S.J. 1997 . Leader-member
exchange theory: the past and potential for the future, Personnel and Human
Resources Management, 15, 47-119.
51. Lau, N.C., Lim, L.P., Weinstein, E.G., and Bartel, D.P. (2003). An abundant
class of tiny RNAs with probable regulatory roles inCaenorhabditis elegans.
Science 294, 858–862.
52. Merrian, D. H. (1977). Employee theft. Criminal Justice Abstracts, 9,
375-406.
53. Martinko, M. J., and Gardner, W. L. (1982). Learned helplessness: An
alternative explanation for performance deficits. Academy of Management
Review, 7, 195-204.
54. Mueller and Caillat, “The Influence of Culture on American and British
Advertising: AnExploratory Comparison of Beer Advertising”, Journal of
Advertising Research,Vol. 36, (1996).
55. McGurn, (1988), Spotting the thieves who work among us . Wall Street
Journal,March 7, p.16a.
56. Martinko, M. J., & Zellars , K. (1998). Toward a theory of workplace
violence: A cognitive appraisal perspective. In R. W. Griffin, A. O’Leary-Kelly and J. M. Collins (Eds.),Dysfunctional behavior in
organizations: Violent and deviant behavior. Stamford, CT:JAI Press.
57. Murphy, K. R. (1993). Honesty in the workplace. Belmont, CA:
Brooks/Cole.
58. Moberg, D. (1997). On employee vice. Business ethics quarterly, 7, 41-60.
59. Mack, D., Shannon, C., & Quick, J. (1998). Stress and the preventive
management of workplace violence. In R. W. Griffin, A. O’Leary-Kelly and
J. M. Collins (Eds.), Dysfunctional behavior in organizations: Violent and
deviant behavior. Stamford, CT:JAI Press.
60. Martinko, M. J., Gundlach, M. J., & Douglas, S. C. (2002) .Toward and
integrative theory ofcounterproductive workplace behavior : A causal
reasoning perspective. InternationalJournal of Selection and Assessment, 10,
36.
61. Negandhi, A. R., Eshghi, G. S., & Yuen, E. C. (1985). The management
practices of Japanese subsidiaries. California Management Review, 27(4):
86-98.
62. Negandhi, A. R., Eshghi, E., & Yuen, E. (1985). The management practices
of Japanese subsidiaries overseas. California Management Review, 27(4),
93-106.
63. Neuman, J. H., & Baron, R. A. (1997). Aggression in the workplace. In R. A.
Giacalone & J.Greenberg (Eds.). Antisocial Behavior in Organizations
Thousand Oaks, CA: Sage.
64. Neuman, J. H. (1998). Workplace violence and workplace aggression:
Evidence concerning specific forms, potential causes, and preferred targets.
Journal of Management, 24,391-419.
65. Neuman, J. H., & Baron, R. A. (1998).Workplace violence and workplace
aggression: Evidence concerning specific forms, potential causes, and
preferred targets. Journal of Management, 24, 391-419.
66. Ouchi, W. (1981). Theory Z: How American business can meet the Japanese
challenge, Mass: Addison-Wesley.
67. Ones, D. S., & Viswesvaran, C. & Schmidt, F. L. (1993). Comprehensive of
meta-analysis of integrity validities: Findings and implications for personnel
selection and theories of job performance. Journal of Applied Psychology,
78, 679-703.
68. O’Leary-Kelly, A. M., Griffin, R. W., & Glew, D. J. (1996).
Organization-motivated aggression: A research framework. Academy of
Management Review, 21, 225-253.
69. Puffer, S. M. (1987). Prosocial behavior, noncompliant behavior, and work
performance among commission sales people. Journal of Applied
Psychology, 72, 615-621.
70. Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990).
Transformational leader behaviours and their effects on followers’ trust in
leader, satisfaction, and organizational citizenship behaviours. Leadership
Quarterly, 1(2), 107-142.
71. Quinn, R. E. & McGrath, M. R.(1985), The Transformation of
Organizational Cultures:A Competing Value Perspective, In P. J. Forst; L. F.
Moore; M. R. Louis; C. C. Lundberg; J. Martin, eds.,Organizational Culture.
Beverly Hill, CA.: SAGE. pp.315-334.
72. Quinn, R. E.(1988), Beyond Rational Management:Mastering the
Paradoxes and Competing Demands of High Performance, San Francisco:Jossey-Bass.
73. Raelin, J. A. (1984). “An Examination of Deviant/Adaptive Behaviors in the
Organizational Careers of Professionals.” Academy of Management Review,
9(3), 413-427.
74. Robert J. Gordon (1990). Journal of Economic Literature, Vol. 28, No. 3., pp.
1115-1171.
75. Robinson, S. L. and Bennett, R. J. (1995). “A Typology of Deviant
Workplace Behaviors: A Multidimensional Scaling Study.” Academy of
Management Journal, 38(2), 555-572.
76. Roozen, I., De Pelsmacker, P., & Bostyn, F. (2001). “The Ethical
Dimensions of Decision Processes of Employees.” Journal of Business
Ethics, 33(2), 87-99.
77. Robbins, S. P.(2001). Organizational Behavior(9th ed.). Upper Saddle
River, N.J.Prentice-Hall.
78. Skarlicki, D. P., & Folger, R.(1997), “Retaliation in the Workplace: The
Roles of Distributive, Procedural, and Interactional Justice”, Journal of
applied Psychology, Vol.82, No.3, pp.434-443.
79. Spector, P.E., (1997), The role of frustration in antisocial behavior at work.
InR.A.
80. Scandura, T. A. (1999). Rethinking Leader-member Exchange: An
Organizational Justice Perspective. Leadership Quarterly, 10 (2), 25-40.
81. Spector, P. E., & Fox, S. (2002). An emotion-centered model of voluntary
work behavior some parallels between counterproductive work behavior and
organizational citizenship behavior. Human resource management review,
12,269-292.
82. Sanders, K. and Schyns, B., (2006). “Trust, conflict and cooperative
behaviour,” Personnel Review, 35(5), 508–518.
83. Toren, N., Konrad, A. M., Yoshioka, I., & Kashlak, R., (1997). A
cross-national cross-gender study of managerial task preferences and
evaluation of work characteristics. Women in Management Review. 12(6),
234-243.
84. Triandis, H. C. (2006). Cultural intelligence in organizations. Group
Organization Management, 31, 20-26.
85. Von Glinow & Chung, B. J. (1989). “Comparative human resource
management practice in the United States, Japan, Kroea and the People’s
Republic of China”, In G. Ferris & K. Rowland (eds), Research in personnel
and human resources management, Supp1.1, pp.151-171.
86. Vardi, Y., & Wiener, Y. (1996). Misbehavior in organizations: a
motivational framework. Organization science, 7, 151-165.
87. Varma, DeNisi & Peters (1996). Interpersonal affect and performance
appraisal: A field study. Personnel Psychology,49(2), 341-360.
88. Vivian, C. S. Lau,Wing TungAu, & Jane, M. C. Ho. (2003). A qualitative
and quantitative review of antecedents of counter productive behavior in
organizations. Journal of Business and Psychology, 18, 73-99.
89. Vardi, Y., & Weitz, E. (2004). Misbehavior in Organizations: Theory,
Research, and Management. Mahwah, NJ: Erlbaum.
90. Yukl, G.(1994), Leadership in Organizations., Englewood Cliffs.

QRCODE
 
 
 
 
 
                                                                                                                                                                                                                                                                                                                                                                                                               
第一頁 上一頁 下一頁 最後一頁 top
系統版面圖檔 系統版面圖檔