跳到主要內容

臺灣博碩士論文加值系統

(44.212.99.248) 您好!臺灣時間:2023/01/28 12:56
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:石淑君
研究生(外文):Shih,Shu-Chun
論文名稱:領導行為對熟練性績效與前瞻性績效之情感性承諾適配
論文名稱(外文):Matching Affective Commitment to Leadership on the Performance of Task Proficiency and Proactivity
指導教授:童惠玲汪睿祥
指導教授(外文):Tung, Hui-LingWang, Rui-Xiang
口試委員:鍾育明吳為聖
口試委員(外文):Chung, Yu-MingWu, Wei-Shen
口試日期:2014-10-07
學位類別:碩士
校院名稱:大葉大學
系所名稱:管理學院碩士在職專班
學門:商業及管理學門
學類:其他商業及管理學類
論文種類:學術論文
論文出版年:2014
畢業學年度:103
語文別:中文
論文頁數:77
中文關鍵詞:指示領導授權領導情感性承諾熟練性績效前瞻性績效
外文關鍵詞:directive leadershipempowering leadershipaffective commitmentproactivityproficiency
相關次數:
  • 被引用被引用:0
  • 點閱點閱:127
  • 評分評分:
  • 下載下載:0
  • 收藏至我的研究室書目清單書目收藏:0
全民健康保險自實施以來,台灣的醫療機構經營環境面臨重大
的改變,醫療環境的不穩定使醫護人員不單只需要完成被指派的工
作,而須具備負責、彈性、更延展的工作角色與能力,因此熟練性
與前瞻性績效就顯得相當重要。本研究欲探討指示領導與授權領導
對熟練性與前瞻性績效之關係,及情感性承諾的調節角色。本研究
採用立意取樣的問卷調查方式蒐集資料,以醫護人員為研究對象,
回收有效問卷共 622 份。研究結果發現:(1) 當護理人員知覺領導
者為指示型領導時,其熟練性績效較高。(2) 當護理人員知覺領導
者為授權型領導時,其熟練性與前瞻性績效均高。(3)情感性承諾
對授權領導與熟練性績效有顯著調節效果。(4) 情感性承諾對授權
領導與前瞻性績效有顯著調節效果。(5) 情感性承諾對指示領導與
熟練性績效不具顯著調節效果。最後,根據本研究結果形成討論,
說明研究限制及未來研究方向,並提供管理實務意涵。
Since the implementation of national health insurance, medical
institutions operating environment in Taiwan is facing major changes.
Medical environment is unstable so that health care workers not only
need to complete the assigned work, and must have responsible,
flexible and more extended work roles and capabilities. Therefore
proficiency and prospective performance becomes very important.
This study is to investigate the relationship between directive and
empowering leadership on proficiency and proactive behaviors and
regulating role of affective commitment. Data were obtained from 622
employees from local hospitals.(1) When the leader of the medical staff
perceived as directive leadership, its high performance proficiency.(2)
When the medical staff perception of the leader as an empowering
leadership, their proficiency and prospective performance are high.(3)
Affective commitment have a significant moderating effect to
empowering leadership and proficiency.(4) Affective commitment have
a significant moderating effect to empowering leadership and
performance.(5) Affective commitment to directive leadership and
proficiency performance does not have a significant moderating effect.

中文摘要 iii
英文摘要iv
誌謝辭 v
目錄 vi
表目錄viii
圖目錄 ix
第一章 緒論 1
第一節研究背景與動機 1
第二節研究目的 5
第二章 文獻探討 6
第一節工作角色績效 6
第二節指示領導 10
第三節授權領導 14
第四節情感性承諾 19
第五節負面情感 24
第三章 研究方法 27
第一節研究架構 27
第二節研究假設 28
第三節研究對象及抽樣程序 29
第四節操作性定義與衡量工具 31
第五節策略分析 34
第四章 研究方法 35
第一節樣本資料特性 35
第二節敘述性統計 39
第三節信效度分析 40
第四節整體模式衡量分析 44
第五節相關分析 46
第六節迴歸分析與假設驗證 49
第五章 結論與建議 54
第一節研究結論 54
第二節實務意涵 58
第三節研究限制與未來研究建議 60
參考文獻 61
中文部分 61
英文部分 62
問卷 73
附錄A 員工問卷 73
附錄B 主管問卷 76
參考文獻
一、 中文文獻
池進通、李鴻文、陳芬儀(2008),五大人格特質與工作績效關係之
研究。經營管理論叢,4(2),1-9 。
李德治、童惠玲(2012),多變量分析,台北:雙葉書廊。
童惠玲、黎彥慶(2012),跨層次工作角色模式—變革開放度與角色
拓展自我效能之重要性。第一屆台灣產業論壇暨服務創新
管理學術研討會。
鄭麗芳(2005),領導風格與工作滿意度對情感性承諾影響之研究。
國立中央大學資訊管理研究所之碩士論文。
鄧崇勵(1994)。中部某醫專護生成就動機、工作特性與護理專業
承諾之研究。弘光學報,22,125-160。
蘇義祥(1999),中華電信專戶服務部門領導型態與工作績效關係之
研究:服務人員特質及成熟度的調節作用。國立中山大學
企業管理研究所未出版之碩士論文。
謝文全(1998),道德領導:學校行政領導的另一扇窗。載於林玉
體(主編),跨世紀的教育演變(頁237-253)。臺北市:
文景書局。
二 、英文部分
Ahearne, M., Mathieu, J., & Rapp, A. (2005). To empower or not to
empower your sales force? An empirical examination of the
influence of leadership empowerment behavior on customer
satisfaction and performance. Journal of Applied
Psychology, 90(5), 945-955
Amabile, T. M., Schatzel, E. A., Moneta, G. B., & Kramer, S. J. (2004).
Leader behaviors and the work environment for creativity:
Perceived leader support.The Leadership Quarterly, 15(1), 5-
32.
Arnold, J.A., Arad, S. & Rhoades,J.A.& Drasgow,F.(2000)The
empowering leadership questionnaire:The construction and
validation of a new scale for measuring leader
behaviors.Journal of Organizational Behavior, 21(3), 249-269
Bandura, A., & Locke, E. A. (2003). Negative self-efficacy and goal
effects revisited. Journal of applied psychology, 88(1), 87-99.
Bass, B. M. (1985). Leadership and performance beyond expectations.
New York: Free Press.
Buchanan, B. (1974). Building organizational commitment: The
socialization of managers in work
organizations. Administrative science quarterly, 533-546.
Byars, L. L., & Rue, L. W. (1994). Human Resource Management . New
York: Richard D. Irwin.
Chen, G., Bliese, P. D., & Mathieu, J. E. (2005). Conceptual framework
and statistical procedures for delineating and testing multilevel
theories of homology. Organizational Research
Methods, 8(4), 375-409.
Chen, G., & Kanfer, R. (2006). Toward a systems theory of motivated
behavior in work teams. Research in organizational behavior, 27,
223-267.
Chen, G., Kirkman, B. L., Kanfer, R., Allen, D., & Rosen, B. (2007). A
multilevel study of leadership, empowerment, and performance
in teams. Journal of Applied Psychology, 92(2), 331-346.
Conger, J. A. (1989). Leadership: The art of empowering others. The
Academy of Management Executive, 3(1), 17-24..
Conger, J. A., & Kanungo, R. N. (1988). The empowerment process:
Integrating theory and practice. Academy of management
review, 13(3), 471-482.
Coyle-Shapiro, L. M. Shore, M. S. Taylor & L. E.Tetrick (Eds.), The
employment relationship: Examining psychological and
contextual perspectives:181-205. Oxford, UK: Oxford
University Press.
Crant, J. M. (2000). Proactive behavior in organizations. Journal of
management, 26(3), 435-462.
DeCotiis, T. A., & Summers, T. P. (1987). A path analysis of a model of
the antecedents and consequences of organizational
commitment. Human relations, 40(7), 445-470.
Fletcher, C., & Williams, R. 1996. Performance management
satisfaction and organization, and organization commitment in.
British Journal of Management, 7,169-179.
Frese, M., & Fay, D. (2001). Personal initiative: An active performance
concept for work in the 21st century. In B. M. Staw & R. M.
Sutton (Eds.), Research in organizational behavior, 23, 133-
187.
Griffin, M. A., Neal, A., & Parker, S. K. (2007). A new model of work
role performance: Positive behavior in uncertain and
interdependent contexts. Academy of Management Journal,
50, 327-347.
Hackman, J. R. (1992). Group influences on individuals in organizations.
Consulting Psychologists Press.
Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design
of work: Test of a theory. Organizational behavior and human
performance, 16(2), 250-279.
Hersey, P., Blanchard, K. H., & Johnson, D. E. (1996). Management of
organizational behavior: Utilizing human resources (7th ed.).
Upper Saddle River, NJ: Prentice Hall.
House, R. J. (1971). A path goal theory of leader
effectiveness. Administrative science quarterly, 321-339.
House, R. J. (1996). Path-goal theory of leadership: Lessons, legacy, and
a reformulated theory. The Leadership Quarterly, 7(3), 323-
352.
House, R. J. A (1976) Theory of Charismatic Leadership, Ill.: Southern
Illinois Press,(1977)
House, R. J., & Dessler, G. (1974). The path goal theory of leadership:
Some post hoc and priori tests. In J. G. Hunt, & L. Larson (Eds.),
Contingency approaches toleadership (pp.46-48). Carbondale:
Southern Illinois University Press
.
Iverson, R. D., & Buttigieg, D. M. (1999). Affective, normative and
continuance commitment: can the ‘right kind’of commitment
be managed?. Journal of management studies, 36(3), 307-333.
Katz, D. (1964). The motivational basis of organizational
behavior. Behavioral science, 9(2), 131-146.
Katz, D., & Kahn, R. L. (1978). The social psychology of organizations..
Kelman, H. C. (1958). Compliance, identification, and internalization:
Three processes of attitude change. Journal of conflict
resolution, 51-60..
Koch, J. L., & Steers, R. M. (1978). Job attachment, satisfaction, and
turnover among public sector employees. Journal of
vocational behavior, 12(1), 119-128.
LePine, J. A., Colquitt, J. A., & Erez, A. (2000). Adaptability to
changing task contexts: Effects of general cognitive ability,
conscientiousness, and openness to experience. Personnel
Psychology, 53(3), 563-593.
Liao, H., & Chuang, A. (2007). Transforming service employees and
climate: A multilevel multisource examination of transformational
leadership in building long-term service relationships. Journal of
Applied Psychology, 92, 1006-1019.
Locke, E. A., & Latham, G. P. (1990). A theory of goal setting & task
performance. Prentice-Hall, Inc..
Mathieu, J. E. & Zajac, D. M. (1990). A review and meta-analysis of the
antecedents, correlates and consequence of organizational
commitment. Psychological Bulletin, 108, 171-194.
Matsui, T., Okada, A., & Inoshita, O. (1983). Mechanism of feedback
affecting task performance. Organizational Behavior and
Human Performance, 31, 114-122
Meichenbaum, D. (1977). Cognitive-behavior modification: An
integrative approach. Springer.
Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization
of organizational commitment. Human resource management
review, 1(1), 61-89.,
Motowidlo, S. J., & van Scotter, J. R. (1994). Evidence thattask
performance should be distinguished from contextual
performance. Journal of Applied Psychology, 79(4), 475-480.
Mowday, R. T, Steers, R. M, & Porter, L.W. (1982), Employeeorganization
linkage. New York: Academic Press.
Niehoff, B. P., Moorman, R. H., Blakely, G., & Fuller, J. (2001). The
influence of empowerment on employee loyalty in a
downsizing environment. Group & Organization Management,
26 (1), 93-113.
O'Reilly, C. A., & Chatman, J. (1986). Organizational commitment and
psychological attachment: The effects of compliance,
identification, and internalization on prosocial
behavior. Journal of applied psychology, 71(3), 492..
Parker, S. K., & Collins, C. G. (2010). Taking stock: Integrating and
differentiating multiple proactive behaviors. Journal of
Management, 36, 633-662.
Parker, S. K., Bindl, U. K., & Strauss, K. (2010). Making things happen:
A model of proactive motivation. Journal of Management, 36,
827-856.
Parker, S. K., Williams, H. M., & Turner, N. (2006). Modeling the
antecedents of proactive behavior at work. Journal of applied
psychology, 91(3), 636..
Peterson, S. J., & Luthans, F. (2006). The impact of financial outcomes
over time. Journal of Applied Psychology, 91, 156-165.
Porter, L. W., Steers, R. M., Mowday, R. T. & Boulian, P. V. (1974).
Organizational commitment, job satisfaction and turnover
among psychiatric technicians. Journal of Applied Psychology,
59(5), 603-609.
Robbins, S. P. (2002), Organizational Behavior (9th ed.), New-
Jersey:Prentice Hall, Inc.
Schriesheim, C., & Von Glinow, M. A. (1977). The path-goal theory of
leadership: A theoretical and empirical analysis. Academy of
Management Journal, 20(3), 398-405.
Schermerhom, J. R.(1989). Management for Productivity, 3rd
Edition,New York, John Wiley and Sons.
Seibert, S. E., Wang, G., & Courtright, S. H. (2011). Antecedents and
consequences of psychological and team empowerment in
organizations: A meta-analytic review. Journal of Applied
Psychology, 96, 981-1003.
Stogdill, R. M. (1950). Leadership, membership and organization.
Psychological Bulletin, 47, 1-14.
Stogdill, R. M. (1974). Handbook of leadership: A survey of theory and
research. New York: Free Press.
Swailes, S. (2002). Organizational commitment : A critique and
measures. International Journal of Management Reviews,
4,155-178.
Tierney, P., & Farmer, S. M. (2002). Creative self-efficacy: Potential
antecedents and relationship to creative performance.
Academy of Management Journal, 45, 1137-1148.
Van Dyne, L., & Ellis, J. B. (2004). Job creep: A reactance theory
perspective on organizational citizenship behavior as overfulfillment
of obligations. Academy of Management Journal.
Vroom, V. H., & Jago, A. G. (1988). The new leadership : Managing
participation in organizations. Englewood Cliffs, NJ: Prentice
Hall.
Vandenberghe, C., Bentein, K., & Stinglhamber, F. (2002).
Affectivecommitment to the organizational, supervisor, and
work group: Antecedents and outcomes. Journal of
Vocational Behavior, 64, 47-71.
Welbourne, T. M., Johnson, D. E., & Erez, A. (1998). Therole-based
performance scale: Validity analysis of a theory-based
measure. Academy of Management Journal, 41, 540-555.
Whitener, E.M. (2001). Do "high commitment" human resource
practices affect employee commitment? A cross-level analysis
using hierarchical linear modeling. Journal of Management,
27, 515-535.
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, 107-128.
QRCODE
 
 
 
 
 
                                                                                                                                                                                                                                                                                                                                                                                                               
第一頁 上一頁 下一頁 最後一頁 top
無相關期刊