跳到主要內容

臺灣博碩士論文加值系統

(18.97.14.86) 您好!臺灣時間:2025/02/15 08:41
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:董雅萍
研究生(外文):Tung,Ya-Ping
論文名稱:探討人力資源管理措施、敬業貢獻度與反生產力職場行為之相關研究以公平知覺為干擾效果
論文名稱(外文):The Study of Human Resource Management Practices, Job Engagement and Counterproductive Work Behavior : The Moderating Effect of Perceived Justice
指導教授:許壹傑許壹傑引用關係
口試委員:鍾瑞國柯育沅許壹傑
口試日期:2016-06-20
學位類別:碩士
校院名稱:國立彰化師範大學
系所名稱:人力資源管理研究所
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:2016
畢業學年度:104
語文別:中文
論文頁數:70
中文關鍵詞:人力資源管理措施反生產力職場行為敬業貢獻度公平知覺
外文關鍵詞:human resource management practicesjob engagementcounterproductive work behaviorperceived justice
相關次數:
  • 被引用被引用:2
  • 點閱點閱:313
  • 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
  本研究主要是探討,人力資源管理措施、敬業貢獻度與反生產力職場行為之相關研究,並以公平知覺為干擾效果。
  本研究目的為:(一)探討人力資源管理措施與敬業貢獻度之間的影響;(二)探討人力資源管理措施與反生產力職場行為的影響;(三)探討公平知覺對人力資源管理措施與敬業貢獻度之間的干擾效果;(四)探討公平知覺對人力資源管理措施與反生產力職場行為之間的干擾效果。研究對象以員工人數100人以上之企業為主,針對人力資源管理主管及研發、設計、開發、產品工程相關部門之員工,進行樣本配對,共計發放主管40份問卷,員工400份問卷,回收樣本共計主管33份,員工321份,回收率為各為82.5%及73%。
研究結果證實:本研究原預期人力資源管理措施與敬業貢獻度有正向影響,然而結果卻未造成顯著影響,研究結果亦發現,人力資源管理措施與反生產力職場行具有負向影響,雖然公平知覺的干擾效果未顯著,但也能藉此得知,在人力資源管理措施上,員工並不會因為公平知覺而去影響到他們對敬業貢獻度或反生產力職場行為之可能性。

This study examines the relationship among human resource management practices, job engagement and counterproductive work behavior. This study also examines the perceived justice as a moderating effect on human resource management practices, job engagement and counterproductive work behavior.
The research subjects are from human resource management supervisors and full time employees in a company having over 100 employees. At first, we distributed 40 questionnaires to supervisors and 400 questionnaires to employees. Eventually, there were 33 effective questionnaires of supervisors, which return rate is 82.5%; and 321 of employees which return rate is 73%. The study finds human resource management practices have no significant positive influence on job engagement. Also, human resource management practices negatively affect counterproductive work behavior but the relationship is not significantly moderated by perceived justice. For practical implication, it is helpful for companies to learn that the justice that employees perceived is not an influential factor on the job engagement and counterproductive work behavior.

中文摘要 I
Abstract II
目錄 III
表目次 V
圖目次 VI
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 4
第三節 研究流程 5
第四節 名詞釋義 7
第二章 文獻探討 10
第一節 人力資源管理措施及其相關研究 10
第二節 敬業貢獻度及其相關研究 14
第三節 反生產力職場行為及其相關研究 16
第四節 公平知覺及其相關研究 19
第三章 研究方法 24
第一節 研究架構與假設 24
第二節 研究對象 25
第三節 研究工具 25
第四節 調查實施 28
第五節 資料分析 28
第四章 研究結果與討論 31
第一節 樣本描述 31
第二節 問卷之信度與效度 35
第三節 相關分析 44
第四節 人力資源管理措施與敬業貢獻度之關係 45
第五節 人力資源管理措施、公平知覺與敬業貢獻度之關係46
第六節 人力資源管理措施與反生產力職場行為之關係 47
第七節 人力資源管理措施、公平知覺與反生產力職場行為之關係 48
第五章 結論與建議 50
第一節 研究主要發現與結論 50
第二節 管理意涵 52
第三節 研究限制與未來方向 54

參考文獻 55

附錄 63
正式問卷 64


壹、 中文部分
余鑑, 于俊傑, 蔡尚鈞, & 劉曾若. (2011). 人力資源管理對組織承諾之影響-以敬業貢獻度為中介變項. 創新研發學刊, 7(1), 75-89.
林榮欽(1995)。人力資源管理,前程企管公司.
范碩晏(2012)。感受當責、敬業貢獻度與服務績效之相關研究:組織玩興氣氛的干擾效果。國立彰化師範大學人力資源管理研究所碩士論文,未出版,彰化。
張火燦、劉嘉雯、許宏明、繆敏志、童志隆(2011)。主管心情感染與員工創新行為的關係:敬業貢獻與工作倦怠的中介角色。人力資源管理學報,11(2),1-24
張火燦(1996)。策略性人力資源管理,揚智文化.
楊豐華、吳能惠、洪湘雅、楊雅棠(2008)。組織公平、組織政治知覺與組織公民行為關係之研究-台電公司員工之觀點。商學學報,16,105-129.
劉曾若(2011)。人力資源管理對組織承諾影響之研究—以敬業貢獻度為中介變項. 臺灣師範大學科技應用與人力資源發展學系人力資源碩士在職進修專班學位論文,未出版,台北。
廖曜生(2014)。人力資源管理措施與工作績效-公平知覺的干擾效果。國立屏東商業技術學院學報,16,189-214.
鄭清揚(2005)。組織公平與職場偏差行為關係之研究。文大商管學報,10(1),75-100.
鄭清揚(2011)。心理賦權與職場偏差行為關係之研究。多國籍企業管理評論,5(2),59-77.
顏嘉信(2001)。企業甄選與培育員工之研究,南華大學教育社會學研究所碩士論文,未出版,嘉義。


貳、 英文部分
Adams, J. S. (1965). Inequity in social exchange. Advances in Experimental Social Psychology, 2,267-299.
Alexander, S., & Ruderman, M. (1987). The role of procedural and distributive justice in organizational behavior. Social Justice Research, 1(2), 177-198.
Ambrose, M. L., Seabright, M. A., & Schminke, M. (2002). Sabotage in the workplace: The role of organizational injustice. Organizational Behavior and Human Decision Processes, 89(1), 947-965.
Ashkanasy, N. M. (2010). Publishing today is more difficult than ever. Journal of Organizational Behavior, 31(1), 1-3.
Austin, W., & Walster, E. (1974). Reactions to confirmations and disconfirmations of expectancies of equity and inequity. Journal of Personality and Social Psychology , 30(2), 208-216.
Bakker, A. B., & Schaufeli, W. B. (2008). Positive organizational behavior: Engaged employees in flourishing organizations. Journal of Organizational Behavior, 29(2), 147-154.
Bakker, A. B., Schaufeli, W. B., Leiter, M. P., & Taris, T. W. (2008). Work engagement: An emerging concept in occupational health psychology. Work & Stress, 22(3), 187-200.
Bennett, R. J., & Robinson, S. L. (2000). Development of a measure of workplace deviance. Journal of Applied Psychology, 85(3), 349-360.
Bennett, R. J., & Robinson, S. L. (2003). The past, present, and future of workplace deviance research.
Bies, R. J., & Moag, J. S. (1986). Interactional justice: Communication criteria of fairness. Research on Negotiation in Organizations, 1(1), 43-55.

Britt, T. W., Adler, A. B., & Bartone, P. T. (2001). Deriving benefits from stressful events: the role of engagement in meaningful work and hardiness. Journal of Occupational Health Psychology, 6(1), 53-63.
Colquitt, J. A. (2001). On the dimensionality of organizational justice: a construct validation of a measure. Journal of Applied Psychology, 86(3), 386-400.
Cullen, M. J., & Sackett, P. R. (2003). Personality and counterproductive workplace behavior. Personality and Work: Reconsidering the Role of Personality in Organizations, 14(2),150-182.
Delaney, J. T., & Huselid, M. A. (1996). The impact of human resource management practices on perceptions of organizational performance. Academy of Management journal, 39(4), 949-969.
Delery, J. E. & Doty, D.H.(1996) Modes of theorizing in strategic human resource management: tests of universalistic, contingency, and configurational performance predictions, Academy of Management Journal, 39(4),802-835.
Folger, R. G., & Cropanzano, R. (1998). Organizational justice and human resource management ,Sage Publications, 1-279.
Folger, R., & Greenberg, J. (1985). Procedural justice: An interpretive analysis of personnel systems. Research in Personnel and Human Resources Management, 3,141-183.
Folger, R., & Konovsky, M. A. (1989). Effects of procedural and distributive justice on reactions to pay raise decisions. Academy of Management journal, 32(1), 115-130.
Gong, Y., Law, K. S., Chang, S., & Xin, K. R. (2009). Human resources management and firm performance: The differential role of managerial affective and continuance commitment. Journal of Applied Psychology, 94(1), 263-275.
Greenberg, J. (1990). Organizational justice: Yesterday, today, and tomorrow. Journal of Management, 16(2), 399-432.
Greenberg, J. (1993). Stealing in the name of justice: Informational and interpersonal moderators of theft reactions to underpayment inequity. Organizational Behavior and Human Decision Processes, 54(1), 81-103.
Greenberg, J., Scott, K. S., Staw B. M. & Cummings, L.L (1996). Why do workers bite the hands that feed them? Employee theft as a social exchange process. Research in Organizational Behavior: An Annual Series of Analytical Essays and Critical Reviews,18 ,111-156.
Hartenstein, A. (1988). Building integrated HRM systems. Training & Development Journal, 42(5), 90-94.
Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: a meta-analysis. Journal of applied psychology, 87(2), 268-279.
Hofmann, D. A. (1997) . An overview of the logic and rationale of hierarchical linear models. Journal of Management
,23, 723-744.
Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38(3), 635-672.
Jixia Yang., & James M. Diefendorff Schaufeli. (2009). The relations of daily counterproductive workplace behavior with emotions, situational antecedents, and personality moderators: A Diary Study in Hong Kong. Personnel Psychology , 62(2), 259-295.
Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692-724.
Klein, H. J., Noe, R. A., & Wang, C. (2006). Motivation to learn and course outcomes: The impact of delivery mode, learning goal orientation, and perceived barriers and enablers. Personnel Psychology, 59(3), 665-702.
Kwok, C. K., Au, W. T., & Ho, J. (2005). Normative Controls and Self‐Reported Counterproductive Behaviors in the Workplace in China. Applied Psychology, 54(4), 456-475.
Maslach, C., & Leiter, M. P. (1997). The truth about burnout.
Maslach, C., Schaufeli, W. B., & Leiter, M. P. (2001). Job burnout. Annual review of psychology, 52(1), 397-422.
Masterson, S. S., Lewis, K., Goldman, B. M., & Taylor, M. S. (2000). Integrating justice and social exchange: The differing effects of fair procedures and treatment on work relationships. Academy of Management journal, 43(4), 738-748.
Moorman, R. H. (1991). Relationship between organizational justice and organizational citizenship behaviors: Do fairness perceptions influence employee citizenship?. Journal of Applied Psychology, 76(6), 845-855.
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(3), 391-419.
Newman, D. A., & Harrison, D. A. (2008). Been there, bottled that: Are state and behavioral work engagement new and useful construct “wines”?. Industrial and Organizational Psychology, 1(1), 31-35.
Niehoff B.P., & Moorman R.H. (1993). Justice as a mediator of the relationship between methods of monitoring and organizational citizenship behavior. Academy of Management Journal, 36(3),527-556
O'Leary-Kelly, A. M., Griffin, R. W., & Glew, D. J. (1996). Organization-motivated aggression: A research framework. Academy of Management Review, 21(1), 225-253.
Park, H. J., Mitsuhashi, H., Fey, C. F. And Bjorkman, I.(2003), “The Effect of Human Resource Management Practices on Japanese MNC Subsidiary Perormance: A Partial Mediating Model”, International Joumal of Human Resource Management, 14(8), 1391-1406.
Penney, L. M., & Spector, P. E. (2005). Job stress, incivility, and counterproductive work behavior (CWB): The moderating role of negative affectivity. Journal of Organizational Behavior, 26(7), 777-796.
Reithel, S. M., Baltes, B. B., & Buddhavarapu, S. (2007). Cultural Differences in Distributive and Procedural Justice Does a Two-factor Model Fit for Hong Kong Employees?. International Journal of Cross Cultural Management, 7(1), 61-76.
Rich, B. L., Lepine, J. A., & Crawford, E. R. (2010). Job Engagement: Antecedents and effects on job performance. Academy of Management Journal, 53(3), 617-635.
Robinson, S. L., & Bennett, R. J. (1995). A typology of deviant workplace behaviors: A multidimensional scaling study. Academy of Management Journal, 38(2), 555-572.
Russell, J. A., & Carroll, J. M. (1999). On the bipolarity of positive and negative affect. Psychological Bulletin, 125(1), 3-30.
Sackett, P. R., & DeVore, C. J. (2001). Counterproductive behaviors at work. Handbook of Industrial, Work, and Organizational Psychology, 1, 145-164.
Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study. Journal of Organizational Behavior, 25(3), 293-315.
Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3(1), 71-92.
Skarlicki, D. P., & Folger, R. (1997). Retaliation in the workplace: The roles of distributive, procedural, and interactional justice. Journal of Applied Psychology, 82(3), 434-443.
Slora, K. B. (1989). An empirical approach to determining employee deviance base rates. Journal of Business and Psychology, 4(2), 199-219.
Spector, P. E. (1997). Job satisfaction: Application, assessment, causes, and consequences. 3. Sage publications.
Spector, P. E., & Fox, S. (2005). The Stressor-Emotion Model of Counterproductive Work Behavior. Investigations of Actors and Targets, 151-174.
Thibaut, J. W., & Walker, L. (1976). Procedural justice: A psychological analysis. The Western Political Quarterly ,29(4), 654-656
Törnblom, K. Y., & Vermunt, R. (2007). Towards an integration of distributive justice, procedural justice, and social resource theories. Social Justice Research, 20(3), 312-335.
Tremblay, M., & Roussel, P. (2001). Modelling the role of organizational justice: effects on satisfaction and unionization propensity of Canadian. International Journal of Human Resource Management, 12(5), 717-737.
Weiss, H. M., & Cropanzano, R. (1996). Affective events theory: A theoretical discussion of the structure, causes and consequences of affective experiences at work. An Annual Series of Analytical Essays and Critical Reviews, 18, 1-74.
Wright, P. M., & McMahan, G. C. (1992). Theoretical perspectives for strategic human resource management. Journal of Management, 18(2), 295-320.
Yang, J., & Diefendorff, J. M. (2009). The relations of daily counterproductive workplace behavior with emotions, situational antecedents, and personality moderators: A diary study in Hong Kong. Personnel Psychology, 62(2), 259-295.
Youndt, M. A., Snell, S. A., Dean, J.W. & Lepak, D. P.,(1996). Human Resources Management, Manufacturing Strategy, and Firm Performance, Academy of Management Journal, 39,836-866.
Youssef, C. M., & Luthans, F. (2007). Positive organizational behavior in the workplace the impact of hope, optimism, and resilience. Journal of Management, 33(5), 774-800.

連結至畢業學校之論文網頁點我開啟連結
註: 此連結為研究生畢業學校所提供,不一定有電子全文可供下載,若連結有誤,請點選上方之〝勘誤回報〞功能,我們會盡快修正,謝謝!
QRCODE
 
 
 
 
 
                                                                                                                                                                                                                                                                                                                                                                                                               
第一頁 上一頁 下一頁 最後一頁 top