臺灣博碩士論文加值系統

過去的看法認為，樂觀有助於個人渡過逆境，但是Jim Collins「從A到A+」一書中提及史托克戴爾悖論，發現熬不過困境而死在越共監獄的美軍戰俘大都是樂觀者，而且越樂觀的囚犯越容易熬不過去。本研究以習得無助理論及習得樂觀理論與逆境商數理論為基礎，對台灣中部某國立大學EMBA、IMBA及某空中大學在職專班學生進行問卷調查，以探討影響管理者樂觀態度與逆境經驗對韌力的影響。
以Stoltz提出的逆境反應量表測量逆境商數的研究結果發現，樂觀態度對於逆境商數之掌握能力、負責程度、影響範圍及持續效果四大構面皆有正向影響。生涯逆境的變故逆境經驗會強化掌握能力，但是職涯逆境經驗卻會削弱掌握能力。分析結果發現，雖然失去重要商業伙伴、供應商、客戶及同事支持等職涯逆境，會使逆境掌控能力變差，但是重要員工遭遇重大事故、家庭生活重大變故等變故逆境，不僅不會削弱逆境商數，還會反而增強逆境的掌控能力。進一步分析樂觀態度形成前因發現，整體逆境商數及掌握能力均會正向影響樂觀態度；而生涯逆境經驗中的生活平衡逆境，如生活與工作的重大失衡及等家庭與工作難以兼顧的困境，則會負向影響樂觀態度。整體而言，逆境經驗及樂觀態度，都是影響韌力的因素，而樂觀態度，也反過來受到逆境經驗及韌力的影響，也顯示樂觀態度與逆境商數的循環影響過程，支持Seligman的看法，認為樂觀或悲觀態度，不僅是一種先天特質，也可以經由後天逆境經驗的磨鍊來習得。
就學術而言，本研究整合了先天與後天變數的影響，發現樂觀的管理者，在逆境商數的四大構面皆顯著高於悲觀者。經歷過職涯逆境的管理者，對於逆境的掌握程度較差，而經歷過變故逆境的管理者，則對於逆境的掌握程度較強。但是，本研究對於逆境商數之負責程度、影響範圍及持續效果三大構面的變異無法提供有效的解釋，須待進一步的研究探討。
就實務而言，過去的研究僅描述了社會及人口統計變數與逆境商數之間的關連性，無法對如何強化企業管理者的逆境商數，提供建議，本研究的結果則發現，樂觀且曾克服變故逆境的管理者，會有較佳的逆境掌握能力，經歷過職涯逆境的管理者，則可能會有較低的逆境掌握能力。此一結果，可以做為企業危機管理任務分配、儲備幹部訓練、員工協助方案設計、人力資源配置及訓練決策的參考。

Optimism may help peopleto pass through the adversity is a popular theory, however, it is a different story in the perspective of “The Stockdale Paradox” that described by Jim Collins in the best selling book “Good To Great”. The Paradox is an insight from the story of U.S soldiers in the military prison of Vietnam, the more optimistic they were, the easier theydied whilesuffering.This research aims to explore the relation among adversity experience, optimism and resilience of managers and employees. For exploring the influences of optimistic attitude and adversity experience on resilience of managers and employees, this research is based on the theory of learned helplessness, the theory of learned optimism and the theory of adversity quotient and combine with the concept of adversity experience. Besides that, we investigated the students of EMBA and IMBA of one national university and one national open university in the midst of Taiwan by questionnaire survey.
The works of Stoltz proposed the Adversity Response Profile for adversity quotient measurementina four-dimensional structure of control, ownership, reach and endurance. From three aspects of adversity experience, career adversity experience has a negative effect on control, instead, unexpected adversity experience has a positive effect on control. After the analysis, we can find that the career adversity, such as losing support of significant business partner, supplier, customer and colleague, will decrease people’s ability of control when people are facing adversity. Conversely, when people are facing unexpected adversity experience, like having crucial incident in essential employee’s family, people’s ability of control against adversity will become much stronger. This research takes further analysis on the forming optimistic attitude and we found that both adversity quotient and ability of control will affect optimistic attitude positively. Contrariously, the life balance adversity, which are like the imbalance between life and job and like the maladjustment between family and job, will cause a negative effect on optimistic attitude. In conclusion, adversity experience and optimistic attitude are the factor of resilience. On the other hand, the optimistic attitude is also affected by adversity experience and resilience. From previous viewpoint, it shows that both the optimistic attitude and the pessimistic attitude are in a process of mutual-affected cycle and it also support Seligman’s viewpoint which suggest that the optimistic and pessimistic attitude are not only congenital characteristic ,but also the result of acquired learning.
In terms of academic,the contribution of this research integrates the effect of congenital and acquired variables. The result shows apparently that the optimistic manager has higher four aspects of adversity quotient than pessimistic one. The manager, which has suffered unexpected adversity, performs much better on thecontrol of adversity than the manager, which has suffered unexpected adversity. But, this research cannot provide a significant explanation to the variation of three aspects, which are the ownership, reachandendurance of adversity quotient. These variations still need a further explore and research.
In terms of practice, in the past, the comparison of variation between social analysis and population statistics cannot provide any suggestions to the training of adversity of enterprise’s manager. This research shows that the manager, which is optimistic and had conquered unexpected adversity, has a better control ability of adversity than the manager, which has suffered career adversity. This result can be a reference which may be applied to the task allocation of crisis management of business, to the reserved officer training, to the project design of employees’ assistance and to the allocation of human resource.

目錄
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 3
第二章 文獻探討 4
第一節 史托克戴爾悖論 4
第二節 韌力 6
第三節 逆境經驗 21
第四節 樂觀 36
第五節 逆境經驗與韌力及樂觀之相關研究 46
第六節 樂觀與韌力的相關研究 54
第三章 研究方法 58
第一節 研究模式 58
第二節 研究變數定義與衡量 60
第三節 研究假說 65
第四節 資料蒐集 69
第五節 資料分析計畫 71
第四章 資料分析 76
第一節 資料回收分析 76
第二節 樣本基本資料分析 77
第三節 變數測量檢查 79
第四節 假說檢定 95
第五節 其他分析 120
第五章 結論、研究貢獻及研究限制與建議 151
第一節 研究結論 151
第二節 研究貢獻 154
第三節 研究限制與建議 156
參考文獻 157
中文部份 157
英文部分 159
附錄：研究問卷 169

表目錄
表2.2.1各學者對韌力的定義 7
表2.2.2韌力之構成因素彙整表 10
表2.2.3逆境商數研究基礎架構 11
表2.2.4Stoltz登山等級理論與Maslow需求層級理論的比較 14
表2.3.1各作者對於逆境分類方式之彙整表 23
表2.3.2主管領導能力與困境經驗之相關整理 29
表2.3.3逆境轉化經驗之相關文獻彙整表 33
表2.4.1樂觀定義彙總表 36
表2.5.1逆境經驗對韌力影響相關文獻之彙整表 49
表2.5.2逆境經驗對樂觀影響相關文獻之彙整表 53
表2.6.1樂觀與韌力相關文獻之彙整表 56
表3.2.1研究變數之操作型定義與參考文獻及衡量題數 62
表3.5.1研究目的與假說檢測方式 74
表4.1.1樣本回收統計表 76
表4.2.1樣本基本資料統計表 78
表4.3.1.1樂觀/悲觀取向因素分析KMO及Bartlett檢定表 80
表4.3.1.2樂觀/悲觀取向因素負荷量表 80
表4.3.1.3樂觀/悲觀取向因素分析結構表 80
表4.3.1.4逆境經驗頻率因素分析KMO及Bartlett檢定表 81
表4.3.1.5逆境經驗頻率因素負荷量表 82
表4.3.1.6逆境經驗頻率因素分析結構表 82
表4.3.3.1樂觀、悲觀及逆境經驗構面信度分析表 83
表4.3.4.1全部變數敘述性統計量表 84
表4.3.5.1樣本群組對平均月收入之卡方檢定表 85
表4.3.5.2樣本群組對平均月收入之交叉表 86
表4.3.5.3樣本群組對工作年資之卡方檢定表 87
表4.3.5.4樣本群組對工作年資之交叉表 87
表4.3.5.5樣本群組對最高職位之卡方檢定表 88
表4.3.5.6樣本群組對最高職位之交叉表 88
表4.3.5.7樣本群組對性別之卡方檢定表 89
表4.3.5.8樣本群組對性別之交叉表 90
表4.3.5.9樣本群組對婚姻狀況之卡方檢定表 91
表4.3.5.10樣本群組對婚姻狀況之交叉表 91
表4.3.5.11樣本群組對年齡之卡方檢定表 92
表4.3.5.12樣本群組對年齡之交叉表 92
表4.3.5.13樣本群組對最高學歷之卡方檢定表 93
表4.3.5.14樣本群組對最高學歷之交叉表 94
表4.4.1Pearson相關係數之單變量分析 96
表4.4.2.1逆境經驗與樂觀態度對逆境商數迴歸分析表 99
表4.4.2.2逆境經驗三項構面與樂觀態度對掌握能力、負責程度迴歸分析表 103
表4.4.2.3逆境經驗三項構面與樂觀態度對影響範圍、持續效果迴歸分析表 106
表4.4.2.8研究模式(1)主要變數影響關係之分析結果表 108
表4.4.2.4整體逆境經驗與逆境商數對樂觀態度效果迴歸分析表 110
表4.4.2.5整體逆境經驗與逆境商數之四項構面對樂觀態度效果迴歸分析表 112
表4.4.2.6整體逆境經驗與逆境商數之四項構面對樂觀態度效果迴歸分析表 114
表4.4.2.7整體逆境經驗與逆境商數之四項構面對樂觀態度效果迴歸分析表 117
表4.4.2.9研究模式(2)主要變數影響關係之分析結果表 118
表4.4.2.10研究假說結果彙總表 119
表4.5.1.1性別對主要變數之ANOVA表 120
表4.5.1.2性別對樂觀之描述性統計量表 121
表4.5.2.1婚姻狀況對主要變數之ANOVA表 122
表4.5.2.2婚姻狀況對樂觀之描述性統計量表 123
表4.5.2.3婚姻狀況對掌握能力之描述性統計量表 123
表4.5.3.1年齡對主要變數影響之ANOVA表 123
表4.5.3.2年齡對樂觀之Scheffe事後分析表 124
表4.5.3.3年齡對掌握能力之Scheffe事後分析表 125
表4.5.4.1平均月收入對主要變數影響之ANOVA表 125
表4.5.4.2平均月收入對樂觀之Scheffe事後分析表 127
表4.5.4.3平均月收入對掌握能力之Scheffe事後分析表 127
表4.5.4.4平均月收入對負責程度之Scheffe事後分析表 128
表4.5.4.5平均月收入對負責程度之LSD事後分析表 129
表4.5.4.6平均月收入對逆境商數之Scheffe事後分析表 130
表4.5.4.7平均月收入對職涯逆境之Scheffe事後分析表 131
表4.5.4.8平均月收入對生活平衡逆境之Scheffe事後分析表 131
表4.5.4.9平均月收入對負責程度之Scheffe事後分析表 132
表4.5.4.10平均月收入對負責程度之LSD事後分析表 133
表4.5.5.1平均月收入對主要變數影響之ANOVA表 134
表4.5.5.2工作年資對樂觀之Scheffe事後分析表 135
表4.5.5.3工作年資對掌握能力之Scheffe事後分析表 136
表4.5.5.4工作年資對負責程度之Scheffe事後分析表 137
表4.5.5.5工作年資對逆境商數之Scheffe事後分析表 137
表4.5.6.1最高學歷對主要變數影響之ANOVA表 139
表4.5.7.1最高職位對主要變數影響之ANOVA表 140
表4.5.7.2最高職位對樂觀之Scheffe事後分析表 141
表4.5.7.3最高職位對掌握能力之Scheffe事後分析表 142
表4.5.7.4最高職位對逆境商數之Scheffe事後分析表 143
表4.5.7.5最高職位對逆境商數之LSD事後分析表 143
表4.5.8.1樣本群組對主要變數影響之ANOVA表 144
表4.5.8.2樣本群組對樂觀之Scheffe事後分析表 145
表4.5.8.3樣本群組對悲觀之Scheffe事後分析表 146
表4.5.8.4樣本群組對掌握能力之Scheffe事後分析表 146
表4.5.8.5樣本群組對負責程度之Scheffe事後分析表 147
表4.5.8.6樣本群組對負責程度之Scheffe事後分析表 147
表4.5.8.7樣本群組對持續效果之Scheffe事後分析表 147
表4.5.8.8樣本群組對逆境商數之Scheffe事後分析表 148
表4.5.8.9樣本群組對職涯逆境之Scheffe事後分析表 148
表4.5.8.10樣本群組對變故逆境之Scheffe事後分析表 149
表4.5.8.11樣本群組對生活平衡逆境之Scheffe事後分析表 149
表4.5.8.12樣本群組對逆境經驗之Scheffe事後分析表 150

圖目錄
圖2.3.1困境與韌力關係圖 28
圖2.3.2淬鍊經驗模型 32
圖3.1.1研究模式圖(1) 59
圖3.1.2研究模式圖(2) 59
圖4.3.5.1樣本群組對平均月收入之卡方檢定圖 86
圖4.3.5.2樣本群組對工作年資之卡方檢定圖 87
圖4.3.5.3樣本群組對最高職位之卡方檢定圖 89
圖4.3.5.4樣本群組對性別之卡方檢定圖 90
圖4.3.5.5樣本群組對婚姻狀況之卡方檢定圖 91
圖4.3.5.6樣本群組對年齡之卡方檢定圖 93
圖4.3.5.7樣本群組對最高學歷之卡方檢定圖 94
圖4.4.2.1逆境經驗與樂觀態度對逆境商數影響之假說檢定 97
圖4.2.2.2逆境經驗與逆境商數對樂觀態度影響之假說檢定 108

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