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研究生:廖虹秋
研究生(外文):LIAO,HUNG-CHIU
論文名稱:核心自我評價與敬業度的關係:檢驗個人當責知覺與自我領導的中介效果
論文名稱(外文):The Impact of Core Self-Evaluation on Engagement : Examining The Mediating Effects of Personal Accountability Perception and Self-Leadership
指導教授:林淑慧林淑慧引用關係
指導教授(外文):LIN,SHU-HUEI
口試委員:黃文柔吳建明
口試委員(外文):HUANG,WEN-ROUWU,JIAN-MING
口試日期:2020-07-07
學位類別:碩士
校院名稱:國立中正大學
系所名稱:勞工關係學系碩士在職專班
學門:社會及行為科學學門
學類:綜合社會及行為科學學類
論文種類:學術論文
論文出版年:2020
畢業學年度:108
語文別:中文
論文頁數:82
中文關鍵詞:核心自我評價個人當責知覺自我領導敬業度
外文關鍵詞:Core Self-EvaluationsPersonal AccountabilitySelf-LeadershipEngagement
相關次數:
  • 被引用被引用:2
  • 點閱點閱:251
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  • 下載下載:0
  • 收藏至我的研究室書目清單書目收藏:1
核心自我評價是個體對自我價值的滿意程度,此種隱於內的評價會形成獨特性,並與外部事件形成交互作用,以該特質為核心將擴展影響個體對於事件的認知詮釋,並外顯於行為上形成態度。核心自我評價程度高者,對任務的挑戰存有正向的詮釋,會主動地「own」下任務,並額外地承諾確保其目標的達成,並於任務開始前進行審慎的規畫並設下適宜的目標與檢核點,正向的心理素質能賞識自己的表現,運用內外在獎酬引領自己朝向目標前進,提供客戶的需求為組織帶來動能,轉化為成果。
本研究調查不特定產業從業人員,僅排除自主性較不足之公營事業單位及生產線人員,並針對企業內的白領技術與後勤服務人員或非營利專案行政人員為研究對象,問卷發放採用便利抽樣並以自填式紙本問卷針對樣本進行資料蒐集。本研究以驗證性因素分析與信度分析和相關分析以及階層迴歸分析等方法檢驗研究假設,經驗證分析回收之649份有效問卷得到以下結果:
一、核心自我評價對敬業度具顯著中度正相關。
二、核心自我評價對個人當責知覺具顯著但低度正相關。
三、個人當責知覺對核心自我評價與敬業度關係具有中介效果。
四、核心自我評價對自我領導有正向影響。
(一)核心自我評價對任務前自我領導具顯著中度正相關。
(二)核心自我評價對任務中自我領導具顯著但低度正相關。
五、自我領導對核心自我評價與敬業度關係具有中介效果。
(一)任務前自我領導對核心自我評價與敬業度關係具有中介效果。
(二)任務中自我領導對核心自我評價與敬業度關係具有中介效果。
透過以上研究結果對個體建議:在當前詭譎多變的環境中,應發展自己的斜槓力,以因應動態的環境中需要打擊移動靶位的能力,厚植適變力;對組織建議:組織的使命與核心價值不是口號,以理念為本質基礎,找到對的人上車,以終為始的訓練設計和透明化權責相符的回饋機制,讓「人」止於此。

Core self-evaluation is the degree of individual satisfaction with self-worth. This implicit evaluation will form uniqueness and interact with external events. Taking this trait as the core will expand the individual’s cognitive interpretation of events and make them visible, and form an attitude in behavior. Those with a high level of core self-evaluation who have positive interpretation of the challenge of the tasks, will actively "own" the task, and additionally promise to ensure their goals are achieved, and carefully plan and set before the tasks begin. Appropriate goals and checkpoints before the task begins, positive psychological qualities will appreciate your performance, use internal and external rewards to lead you toward the goal, provide customer needs to bring kinetic energy to the organization, and translate into results.
This research survey is not specific to the scope of industries. The study collected data from white-collar technical and logistics service personnel or non-profit administrative employees , but employees working in public institutions and production line with less autonomy in private companies are excluded. Sampling and collecting data based on the self-report questionnaire. This study used confirmatory factor analysis, reliability analysis and correlation analysis, and hierarchical regression analysis to test the research hypothesis. 649 valid participants were obtained. The relults are followings:
1.The core self-evaluation has a significant positive correlation with engagement.
2.The core self-evaluation has a significant but low degree of positive correlation with individual accountability.
3.Personal accountability perception has an intermediary effect on the relationship between core self-evaluation and engagement.
4.The core self-evaluation has a positive influence on self-leadership.
4a.Core self-evaluation has a significant positive correlation with pre-task self-leadership.
4b.The core self-evaluation has a significant but low degree of positive correlation with self-leadership in the task.
5.Self-leadership has an intermediary effect on the relationship between core self-evaluation and engagement.
5a.Pre-task self-leadership has an intermediary effect on the relationship between core self-evaluation and engagement.
5b.Self-leadership in the task has an intermediary effect on the relationship between core self-evaluation and engagement.
Through the above research results, recommendation to individuals: in the current treacherous and changeable environment, they should develop their own slashie ablities in order to enhanced power of active attack ability to realistic turbulence, and plant the appropriate variable force. Suggest to the organizations: The tasks and core values of the organization are not slogans. Taking the idea as the essential basis, find the right one get on the train, starting with goals training design and a feedback mechanism with transparent rights and responsibilities, let the "person" starts here.

中文摘要 iii
Abstract iv
目錄 vi
圖目錄 viii
表目錄 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 3
第三節 解釋名詞 3
第二章 文獻探討 5
第一節 核心自我評價 5
第二節 個人當責知覺 12
第三節 自我領導 17
第四節 敬業度 21
第五節 各變項間之關係 25
第三章 研究方法 29
第一節 研究架構與假設 29
第二節 研究對象與資料蒐集 30
第三節 研究變項操作型定義與衡量工具 31
第四節 問卷信度及效度分析 38
第五節 資料分析方法 46
第四章 實證研究分析結果與討論 51
第一節 樣本基本資料分析 51
第二節 相關分析 52
第三節 研究變項之迴歸分析 56
第四節 研究假設驗證結果 63
第五章 結論與建議 65
第一節 研究結論 65
第二節 研究建議與限制 67
參考文獻 69
附錄 79

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三、網路資料
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Bersin Deloitte. 2018全球人力資本趨勢報告,網頁擷取時間:2020.03.01,https://www2.deloitte.com/tw/tc/pages/human-capital/articles/2018-human-capital-trends.html
DDI. 領導力大數據2014~2015全球領導力趨勢調查台灣區分析報告DDI TaiwanCountryReport
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Gallup. Employee Engagement on the Rise: Gallup survey shows increase from 2015, 網頁擷取時間:2020.03.01,https://www.hrexchangenetwork.com/employee-engagement/articles/employee-engagement-on-the-rise-gallup-survey
何飛鵬(2011),經理人月刊第78期:【何飛鵬專欄】我可以知道妳的名字嗎?
,網頁擷取時間:2020/4/19,https://www.managertoday.com.tw/articles/view/4575


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