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研究生:廖沛綺
研究生(外文):Liao, Pei-Chi
論文名稱:探討OKR、員工投入及角色績效之關係 —跨層次研究
論文名稱(外文):Exploring the Relationship among OKR, Employee Engagement and Role Performance — A Cross-Level Study
指導教授:溫金豐溫金豐引用關係
指導教授(外文):Uen, Jin-Feng
口試委員:溫金豐黃良志陳淑媛
口試委員(外文):Uen, Jin-FengHuang, Liang-JhihChen, Shu-Yuan
口試日期:2023-06-05
學位類別:碩士
校院名稱:國立陽明交通大學
系所名稱:經營管理研究所
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
論文出版年:2023
畢業學年度:111
語文別:中文
論文頁數:125
中文關鍵詞:OKR目標設定員工投入角色績效主管支持階層線性模式
外文關鍵詞:OKRGoal SettingEmployee EngagementRole PerformanceSupervisor SupportingHierarchical Linear Model
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隨著VUCA時代來臨,企業面對高度不確定的競爭環境,開始重視內部目標管理方式,並試圖活化組織,提高個人與團隊績效,打造一個敏捷的生存部隊,以因應轉瞬即逝的市場機會。因此,OKR(Objective and Key Results)便逐漸成為市場上炙手可熱的話題。OKR源是由前Intel總裁Andy Grove建立的實務管理方法,也是百年以來持續累積演化而成的管理框架。
OKR在實務界蔚為流行,不過在學術界卻尚未發展完整,因此,本研究奠基於過往理論與文獻,開發OKR目標設定量表。此外,藉由實證研究,將OKR目標設定在組織內部運作的特性與方式進行拆解分析,進一步驗證其對於員工投入與角色績效之影響,並加入主管支持作為調節變項。
本研究先經由前測問卷與驗證性因素分析進行OKR目標設定之量表開發,再以 SPSS 24.0 軟體,針對51份主管樣本與160份部屬之對隅問卷進行階層線性模式(Hierarchical Linear Modeling,HLM)分析,因此,本研究為橫跨團隊層次與個體層次之跨層次模型。實證結果顯示,OKR目標設定中的「目標清晰度」對員工投入、角色內績效、角色外行為有顯著正向影響,而「目標設定參與度」也會對員工投入、角色外行為有顯著正向影響。此外,主管支持會調節目標設定參與度對角色內績效與角色外行為的影響,而員工投入在目標清晰度、目標設定參與度和角色外行為之間則是具備中介效果的角色。
作為目標管理、激勵團隊當責與打造組織策略的方法之一,OKR是企業爭相採用的管理框架,不過,對於準備導入OKR的組織而言,資源總是有限,欲使團隊煥然一新一新也必須要考量「做最重要的事」,因此,建議企業可從OKR目標設定著手,重點關注目標清晰度(影響力)、目標設定參與度,能夠對其團隊成員之投入程度與角色績效帶來更加正面且顯著的影響。
As the VUCA times come, facing a highly uncertain environment, enterprises have begun to pay attention to their objective management, and try to activate the organization, improve individual, and team performance, and build an agile team to response to market opportunities. Therefore, OKRs (Objective and Key Results) has gradually become a hot topic in the industry. OKRs is a practical management method established by former Intel CEO Andy Grove, and it is also a management framework that has been continuously evolved over the past century.

OKR is very popular in the practical world, but it has not yet been fully developed in the academic world. Therefore, this study is based on previous theories and literature to develop the OKRs goal setting scale. In addition, through empirical research, the study verified the impact of OKR on employee engagement and role performance, also add supervisor support as a moderating variable.

In this study, the scale of OKRs goal setting was developed through the pretest questionnaire and confirmatory factor analysis (CFA), and then the hierarchical linear model (HLM) was carried out on 51 supervisor samples and 160 individual questionnaires with SPSS 24.0 software Analysis. So, this study is a cross-level model across organizational and individual levels. The empirical results show that goal clarity in OKRs goal setting has a significant positive impact on employee engagement, in-role performance, and OCB. Goal setting participation also has a significant positive impact on employee engagement and OCB. In addition, supervisor support moderates the effects of goal-setting participation on in-role performance amd OCB, while employee engagement has a mediating effect between goal clarity, goal-setting participation, and OCB.

As one of the methods of objective management, OKR may be a trending management framework. However, resources are always limited. For companies who are ready to import OKRs, they should know that the key is “Measure What Matters”. Therefore, it is recommended that companies start with OKR goal setting, focusing on goal clarity and goal-setting participation can have a more positive and significant impact on team members' commitment and role performance.
目錄
摘要 I
ABSTRACT II
致謝 III
表目錄 VI
圖目錄 VII
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 研究流程 3
第二章 文獻回顧 5
第一節 OKR目標設定(OKR GOAL-SETTING) 5
第二節 員工投入(EMPLOYEE ENGAGEMENT) 8
第三節 角色績效(ROLE PERFORMANCE) 9
第四節 主管支持(SUPERVISOR SUPPORT) 12
第五節 各研究變項間之關聯 13
第三章 研究方法 21
第一節 研究架構與研究假設 21
第二節 研究階段與對象 23
第三節 研究變數操作型定義、衡量 32
第四節 研究樣本特性與配適度分析 42
第五節 資料分析方法 49
第四章 研究結果 56
第一節 敘述性統計與相關性分析 56
第二節 OKR目標設定對員工投入之階層線型模型 59
第三節 員工投入對角色績效之迴歸分析 66
第四節 OKR目標設定對角色績效之階層線型模型 69
第五節 主管支持對OKR目標設定與角色績效的調節效果 81
第六節 OKR目標設定透過員工投入對角色績效影響之中介效果 94
第五章 結論與建議 98
第一節 研究結論 98
第二節 管理意涵 103
第三節 研究限制與未來研究建議 105
參考資料 107
附錄一 OKR目標設定原始量表題項 113
附錄二 前測問卷量表 114
附錄三 前測問卷題項與原始信度 118
附錄四 正式測問卷量表(主管) 120
附錄五 正式測問卷量表(部屬) 123
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