臺灣博碩士論文加值系統

員工意見表達行為對於組織的決策及發展而言具有重要意義，組織該如何增進員工建設性的意見表達並減少刻意隱瞞資訊的狀況，是研究上的重要議題。領導部屬交換關係的品質過去被認為可能會影響員工的意見表達行為。本研究以建言行為與沉默行為作為變數，探討領導部屬交換關係對員工建言行為與沉默行為的影響。由於過去研究並未詳細討論領導部屬交換關係與意見表達行為之間的過程機制，故本研究以心理授權為中介變數，檢視領導部屬交換關係是否會透過員工心理授權感的提升，而對建言與沉默行為造成影響；此外，本研究也探討領導部屬交換關係與心理授權之間的關係，以及心理授權與建言、沉默行為之間的關係，是否會受到自我效能與服務績效的調節影響。本研究試圖以此較完整的過程模式，來描述領導部屬交換關係對員工建言、沉默行為的影響效果。
本研究採用問卷調查的方式蒐集資料，研究對象為台北市與新北市連鎖電信業者的服務人員。研究設計採配對問卷方式，分為員工自評問卷與同事他評問卷。員工本人(主要研究參與者)填答領導部屬交換關係、心理授權、自我效能與沉默行為，同事則填答主要參與者的服務績效與建言/沉默行為。在篩除遺漏值過多及無法配對的問卷後，本研究實際有效問卷為210組。
經資料分析後，本研究結果顯示：(1) 領導部屬交換關係對員工建言行為具有顯著正向影響效果；(2) 領導部屬交換關係對員工知覺到的心理授權具有顯著正向影響效果；(3) 領導部屬交換關係會透過心理授權之中介，進而增加員工建言行為；(4) 領導部屬交換關係對員工沉默行為具有顯著負向影響效果； (5) 領導部屬交換關係會透過心理授權之中介，而減少員工沉默行為；(6) 自我效能與服務績效對領導部屬交換關係與心理授權之間的關係無顯著調節影響效果；(7) 自我效能與服務績效對心理授權與建言行為之間的關係無顯著影響效果；(8) 自我效能與服務績效對心理授權與沉默行為之間的關係有顯著的調節影響效果。本研究之結果有助於釐清領導部屬交換關係如何透過心理授權的中介以及自我效能與服務績效的調節，影響員工建言與沉默行為。此外，本研究建議未來可繼續探討其他有助於促進建言行為或降低沉默狀態的調節變數，以對員工意見表達行為有更周延的瞭解。

Employee expression behaviors play an important role on decision-making and organizational development. How to promote constructive expression behaviors and reduce the intended information-hiding behaviors is a key issue in business research. Past literature indicated that leader-member exchange (LMX) could influence employees’ expression behaviors. Treating voice and silence as dependent variables, this study investigates how LMX affects employee opinion behaviors. Given that previous research did not fully and sophisticatedly examine the psychological process from LMX to employee expression behavior, this study tries to examine the mediating role of psychological empowerment in order to understand whether LMX would increase employees’ perception of psychological empowerment, thus affect voice and silence behaviors. Furthermore, this study also investigates whether employee self-efficacy and service performance would moderate the relationship between LMX and psychological empowerment, and the relationship between psychological empowerment and voice as well as silence. Compared with previous research, this study intends to adopt a more thorough theoretical model to describe this process.
This study used survey method to collect data. Research participants were the service employees of a telecommunication company in Taipei City and New Taipei City. In this research, we designed two versions of questionnaires: one was self-reported and the other was peer-reported. Service employees filled out the self-reported questionnaire and rated their own perceptions of LMX, psychological empowerment, self-efficacy, and silence behavior. Colleagues filled out the other-reported questionnaire and rated service employees’ service performance, voice behavior, and silence behavior. After eliminating the unmatched and data-missing questionnaires, this study finally obtained 210 valid paired questionnaires.
The results showed that: (1) LMX is significantly and positively related to employee voice behavior; (2) LMX is significantly and positively related to psychological empowerment; (3) LMX increases employee voice behavior through the mediation of psychological empowerment; (4) LMX is significantly and negatively related to employee silence behavior; (5) LMX decreases employee silence through the mediation of psychological empowerment; (6) self-efficacy and service performance do not significantly moderate the relationship between LMX and psychological empowerment; (7) self-efficacy and service performance do not significantly moderate the relationship between the psychological empowerment and employee voice behavior; (8) self-efficacy and service performance significantly moderate the relationship between the psychological empowerment and employee silence behavior. The findings of this study are beneficial for clarifying how LMX affect voice/silence behavior through the mediation of psychological empowerment and the moderation of self-efficacy as well as service performance. To further understand employee opinion expression behavior, this study suggests that future research could investigate the variables that might also help improve employee voice and reduce silence.

目錄 II
圖目錄 IV
表目錄 V
第一章 緒論 1
第一節 研究背景 1
第二節 研究動機及目的 3
第三節 研究流程 4
第二章 文獻探討 5
第一節 員工意見表達行為 5
第二節 領導部屬交換關係 13
第三節 研究架構與假設 21
第三章 研究方法 29
第一節 研究對象與資料的蒐集 29
第二節 研究構念衡量 30
第三節 資料分析方法 33
第四章 研究結果分析 35
第一節 敘述統計與信效度分析 35
第二節 假設檢定 47
第五章 研究結論與建議 65
第一節 研究假設與結果 65
第二節 理論貢獻及實務意涵 71
第三節 研究限制與未來研究建議 75
參考文獻 78
附錄 88
附錄一 員工自評問卷 88
附錄二 同事問卷 …………………………………………………………………..91

一、原文文獻：
Akhtar, S., Ghayas, S., &; Adil, A. (2013). Self-efficacy and optimism as predictors of organizational commitment among bank employees. International Journal of Research Studies in Psychology, 2(2), 33-42.
Aryee, S., &; Chen, Z. X. (2006). Leader–member exchange in a Chinese context: Antecedents, the mediating role of psychological empowerment and outcomes. Journal of Business Research, 57(9), 793 – 801.
Bandura, A. (1997). Self-efficacy: The exercise of contro. New York: Freeman.
Bauer, T. N., &; Green, S. G. (1996). Development of leader-member exchange: A longitudinal test. Academy of Management Journal, 39(6), 1538-1567.
Bezuijen, X. M., Dam, K. V., Berg, P. T. V. D., &; Thierry, H. (2010). How leaders stimulate employee learning: A leader–member exchange approach. Journal of Occupational and Organizational Psychology, 83(3), 673–693.
Borucki, C. C., &; Burke, M. J. (1999). An examination of service-related antecedents to retail store performance. Journal of organizational behavior, 20(6), 943–962.
Botero, I. C., &; Dyne, L. V. (2009). Employee voice behavior: Interactive effects of LMX and power distance in the United States and Colombia. Management Communication Quarterly, 23(1), 85-172.
Breukelen, W. V., Leeden, R. V. D., Wesselius, W., &; Hoes, M. (2012). Differential treatment within sports teams, leader–member (coach–player) exchange quality, team atmosphere, and team performance. Journal of Organizational Behavior, 33(1), 43–63.
Brinsfield, C. T. (2013). Employee silence motives: Investigation of dimensionality and development of measures. Journal of Organizational Behavior, 34(5), 671–697.
Chen, C.H. V., Chang, W. C. E., Lee, H. M., &; Yuan, M. L. (2012). Effects of leader-member exchange and locus of control on job attitudes: The mediation of psychological empowerment. Chiao Da Managemenl Review, 32(2), 77-104.
Chen, G., Gully, S. M., &; Eden, D. (2001). Validation of a new general self-efficacy scale. Organizational Research Methods, 4(1), 62-83.
Chen, Z., &; Lam, W. (2007). Leader–member exchange and member performance: A new look at individual-level negative feedback-seeking behavior and team-level empowerment climate. Journal of Applied Psychology, 92(1), 202–212.
Colquitt, J. A., Scott, B. A., &; LePine, J. A. (2007). Trust, trustworthiness, and trust propensity: A meta-analytic test of their unique relationships with risk taking and job performance. Journal of Applied Psychology, 92(4), 909 –927.
Dansereau, F., Graen, G., &; Haga, B. A. (1975). A vertical-dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process. Organizational behavior and human performance, 13, 46 - 78.
Deluga, R. J. (1992). The relationship of leader-member exchange with laissez-faire, transactional, and transformational leadership in naval environments. Impact of Leadership, 234-247.
Detert, J. R., &; Burris, E. R. (2007). Leadership behavior and employee voice: Is the door really open?. Academy of Management Journal, 50(4), 869–884.
Dienesch, R. M., &; Liden, R. C. (1986). Leader-member exchange model of leadership: A critique and further development. The Academy of Management Review, 11(3), 618-634.
Dooley, R. S., &; Fryxell, G. E. (1999). Attaining decision quality and commitment from dissent: The moderating effects of loyalty and competence in strategic decision-making teams. The Academy of Management Annals, 42(4), 389-402.
Dyne, L. V., Ang, S., &; Botero, I. C. (2003). Conceptualizing employee silence and employee voice as multidimensional constructs. Journal of Management Studies, 40(6), 1359-1392.
Edwards, M., &; Greenberg, J. (2009). Voice and Silence in Organizations. Bingley, UK: Emerald Group Publishing.
Erdogan, B. (2001). Leader-member exchange differentiation fairness : Evidence for a new construct. Presented at the annual meeting of the academy of management, washington D.C.
Farreli, D., &; Rusbult, C. E. (1992). Exploring the exit, voice, loyalty, and neglect typology: The influence of job satisfaction, quality of alternatives, and investment size. Employee Responsibih'ties and Rights Journa, 5(3), 201-218.
Farrell, D. (1983). Exit, voice, loyalty, and neglect as responses to job dissatisfaction: A multidimensional scaling study. The Academy of Management Annals, 26(4), 596-607.
Gajendran, R. S., &; Joshi, A. (2012). Innovation in globally distributed teams: The role of LMX, communication frequency, and member influence on team decisions. Journal of Applied Psychology, 97(6), 1252–1261.
George, J. M., &; Jones, G. R. (1997). Organizational spontaneity in context. Human Performance, 10(2), 153-170.
Gerstner, C. R., &; Day, D. V. (1997). Meta-analytic review of leader-member exchange theory: Correlates and construct issues. Journal of Applied Psychology, 82(6), 827-844.
Gorden, W. I. (1988). Range of employee voice. Employee Responsibilities and Rights Journal, 1(4), 283-299.
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, 6(2), 219-247.
Henderson, D. J., Liden, R. C., Glibkowski, B. C., &; Chaudhry, A. (2009). Within-group LMX differentiation: A multilevel review and examination of its antecedents and outcomes. The Leadership Quarterly, 20(4), 517-534.
Hirschman, A. O. (1970). Exit, Voice, and Loyalty. Cambridge, MA: Harvard University Press.
Hsiung, H. H. (2012). Authentic leadership and employee voice behavior: A multi-level psychological process. Journal of Business Ethics, 107(3), 349-361.
Hsiung, H. H., &; Tsai, W. C. (2009). Job definition discrepancy between supervisors and subordinates: The antecedent role of LMX and outcomes. Journal of Occupational and Organizational Psychology, 82(1), 89–112.
Jha, S. (2011). Influence of psychological empowerment on affective, normative and continuance commitment: A study in indian it industry. International Journal of Organisational Behaviour, 15(1), 53-72.
Kassing, J. W. (1997). Articulating, antagonizing, and displacing: A model of employee dissent. Communication Studies, 48(4), 311-332.
Kim, B. P., &; George, R. T. (2005). The relationship between leader-member exchange (LMX) and psychological empowerment: A quick casual restaurant employee correlation study. Journal of Hospitality &; Tourism Research, 29(4), 468-483.
Kish-Gephart, J. J., Detert, J. R., Trevin˜O, L. K., &; Edmondson, A. C. (2009). Silenced by fear: The nature, sources, and consequences of fear at work. Research in Organizational Behavior, 29(?), 163–193.
Krishnan, V. R. (2005). Transformational leadership and outcomes: Role of relationship duration. Leadership &; organization development journal, 26(6), 442 - 457.
LePine, J. A., &; Dyne, L. V. (1998). Predicting voice behavior in work groups, Journal of Applied Psychology, 83(6), 853-868
Liang, J., Farh, C. I. C., &; Farh, J.-L. (2012). Psychological antecedents of promotive and prohibitive voice: A two-wave examination. Academy of Management Journal, 55(1), 71-92.
Liden, R. C., &; Maslyn, J. M. (1998). Multidimensionality of leader-member exchange: An empirical assessment through scale development. Journal ol Management, 24(1), 4.1-72.
Liden, R. C., Wayne, S. J., &; Sparrowe, R. T. (2000). An examination of the mediating role of psychological empowerment on the relations between the job, interpersonal relationships, and work outcomes. Journal of Applied Psychology, 85(3), 407-416.
Liden, R. C., Wayne, S. J., &; Stilwell, D. (1993). A longitudinal study on the early development of leader-member exchanges. Journal of Applied Psychology, 78(4), 662-674.
Liu, W., Zhu, R., &; Yang, Y. (2010). I warn you because I like you: Voice behavior, employee identifications, and transformational leadership. The Leadership Quarterly, 21(1), 189-202.
Loi, R., Ngo, H.-Y., Zhang, L., &; Lau, V. P. (2011). The interaction between leader–member exchange and perceived job security in predicting employee altruism and work performance. Journal of Occupational and Organizational Psychology, 84(4), 669–685.
Lowry, P. B., Moody, G., Galletta, D. F., &; Vance, A. (2013). The drivers in the use of online whistle-blowing reporting systems. Journal of Management Information Systems, 30(1), 153-189
Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370-396.
Maslyn, J., &; Uhl-Bien, M. (2001). Leader–member exchange and its dimensions: Effects of self-effort and other’s effort on relationship quality. Journal of Applied Psychology, 86(4), 697–708.
Menon. (2001). Employee empowerment: An integrative psychological approach. Applied Psychology, 50(1), 153–180.
Milliken, F. J., &; Lam, N. (2009). Voice and Silence in Organizations: Chapter 8. Emerald Group Publishing Limited.
Morrison, E. W., Wheeler-Smith, S. L., &; Kamdar, D. (2011). Speaking up in groups : A cross level study of group voice climate and voice. Journal of Applied Psychology, 96(2), 183-191.
Morrison∗, E. W. (2011). Employee voice behavior: Integration and directions for future research. The Academy of Management Annals, 5(1), 373–412.
Nikolaou, I., Vakola, M., &; Bourantas, D. (2008). Who speaks up at work? Dispositional influences on employees' voice behavior. Personnel Review, 37(6), 666-679.
Olson-Buchanan, Boswell, J. B., &; R., W. (2008). An integrative model of experiencing and responding to mistreatment at work. Academy of Management Review, 33(1), 76-96.
Rank, J. (2006). Leadership predictors of proactive organizational behavior: Facilitating personal initiative, voice behavior, and exceptional service performance. Graduate School Theses and Dissertations.
Schunk, D. H. (1995). Self-efficacy, motivation, and performance. Journal of Applied Sport Psychology, 7(2), 112-137.
Scandura, T. A., &; Pellegrini, E. K. (2008). Trust and leader member exchange: A closer look at relational vulnerability. Journal of Leadership &; Organizational Studies, 15(2), 101-110.
Schyns, B., &; Day, D. V. (2010). Critique and review of leader-member exchange theory : issues of agreement, consensus, and excellence. European journal of work and organizational psychology, 19(1), 1-29.
Shapiro, D. L., Boss, A. D., Salas, S., &; Tangirala, S. (2011). When are transgressing leaders punitively judged? An empirical test. Journal of Applied Psychology, 96(2), 412–422.
Sherif, M., &; Cantril, H. (1947). The psychology of ego-involvements. New York, NY: Wiley.
Singh, S., &; Dixit, P. K. (2012). Employee involvement : An approach to organizational development &; change. International Journal of Business &; Management Research, 1(8), 554-560.
Sparrowe, R. T., &; Liden, R. C. (2005). Two routes to influence: Integrating leader-member exchange and social network perspectives. Administrative Science Quarterly, 50(4), 505-535.
Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38(5), 1442-1465.
Tangirala, S., &; Ramanujam, R. (2008). Employee silence on critical work issues: The cross level effects of procedural justice climate. Personnel Psychology, 61(1), 37–68.
Venkataramani, V., Green, S. G., &; Schleicher, D. J. (2010). Well-connected leaders: The impact of leaders’ social network ties on LMX and members’ work attitudes. Journal of Applied Psychology, 95(6), 1071–1084.
Walumbwa, F. O., Cropanzano, R., &; Goldman, B. M. (2011). How leader–member exchange influences effective work behaviors: Social exchange and internal–external efficacy perspectives. Personnel Psychology, 64(3), 739–770.
Weng, L.-C., &; Lai, Y.-C. (2012). Examining the effects of dual-level transformational leadership, LMX, and group cohesiveness on employee service performance. Chiao Da Managemenl R eνlew, 32(1), 163-195.
Withey, M. J., &; Cooper, W. H. (1989). Predicting exit, voice, loyalty, and neglect. Administrative Science Quarterly, 34, 521-539.
Yang, L.-R., Wang, C.-C., Tsai, C.-H., &; Fu, H.-Y. (2013). Influence of leadership competency and leader-member exchaoge quality 00 research project performaoce. Journal of Management, 30(3), 215-239.
Zhang, X., &; Bartol, K. M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, Intrinsic motivation, and creative process engagement. Academy of Management Journal, 53(1), 107–128.
Zhang, Z., Waldman, D. A., &; Wang, Z. (2012). A multilevel investigation of leader–member exchange, informal leader emergence, and individual and team performance. Personnel Psychology, 65(1), 49–78.
Zhang, Z., Wang, M., &; Shi, J. (2012). Leader-follower congruence in proactive personality and work outcomes: The mediating role of leader-member exchange. Academy of Management Journal, 55(1), 111–130.
Zhou, J., &; George, J. M. (2001). When job dissatisfaction leads to creativity: Encouraging the expression of voice. The Academy of Management Review, 44(4), 682-696.
Zhou, L., Wang, M., Chen, G., &; Shi, J. (2012). Supervisors’ upward exchange relationships and subordinate outcomes: Testing the multilevel mediation role of empowerment. Journal of Applied Psychology, 97(3), 668–680.
 
二、中文文獻：
鍾蕙如(2004)。主管-部屬交換品質、工作角色認知與工作負荷量對員工績效之影響(未出版之碩士論文)。國立東華大學，花蓮縣。
趙沛虹(2013)。我真的可以說嗎? 心理授權與建言行為間關係之驗證(未出版之 碩士論文)。國立東華大學，花蓮縣。
施智婷與林鉦棽(2011)。領導成員交換關係、心理契約滿足與組織公民行為理論模型驗證:資源配置與社會資本觀點。管理學報，第1期，頁1-16。
熊欣華、蔡年泰與陳建安(2013)。員工意見表達行為：前因及其對主管績效評量之影響。臺大管理論叢，第2期，頁133-164。
熊欣華與陳欽洲(2012)。自己人更優惠，或是更辛苦？領導部屬交換關係中的 矛盾。人力資源管理學報，第4期，頁29-52。
廖心瀅(2012)。倫理領導與建言行為關係的研究─心理賦能之中介效果(未出版之碩士論文)。國立台灣科技大學，台北市。