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研究生:王志聖
研究生(外文):Wang, Chih-Shen
論文名稱:領導者-成員交換關係、權力距離、辱罵式管理與組織公民行為關係之研究-以製造業泰籍與菲籍勞工為例
論文名稱(外文):A Study of the Relationship among Supervisor-Subordinate Exchange Relationship, Power Distance, Abusive Supervision and Organizational Citizenship Behavior – The Case for Thai and Philippine Labor in Manufacture Industry
指導教授:余明助余明助引用關係陳儀蓉陳儀蓉引用關係
指導教授(外文):Yu, Ming-ChuChen, Yi-Jung
學位類別:碩士
校院名稱:國立高雄應用科技大學
系所名稱:人力資源發展系碩士班
學門:商業及管理學門
學類:其他商業及管理學類
論文出版年:2006
畢業學年度:94
語文別:英文
論文頁數:90
中文關鍵詞:外籍勞工主管-部屬交換關係權力距離辱罵式管理組織公民行為
外文關鍵詞:Foreign LaborSupervisor-Subordinate Exchange RelationshipPower DistanceAbusive SupervisionOrganizational Citizenship Behavior
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近年來,我國因為教育水準的提昇,國內服務業的蓬勃發展,因此逐漸造成國內基層勞動力的短缺。政府為了解決勞力不足的問題,自1989年開始引進外籍勞工因應企業所需。其中根據勞委會(2006年3月底)的資料顯示,外籍勞工在臺人數已超過三十二萬人,其中泰國籍與菲律賓籍勞工佔製造業外勞人數之半數以上,是製造業不可或缺之基層勞動人力。

雖然解決國內基層勞動力不足的問題,但是由於外籍勞工具有不同的語言文化、風俗民情,因此產生管理上許多問題,甚至於有些主管會對於外籍部屬施以”辱罵式管理”。基於上述之原因,本研究主要在探討主管-部屬間的交換關係、權力距離對於主管辱罵式管理及外籍部屬組織公民行為之影響。

本研究以南台灣之製造業泰國籍與菲律賓籍勞工為研究範圍與對象。採用滾雪球(Snowball Sampling)方式抽樣發出問卷,共發出460份問卷,合計回收274份,有效回收238份問卷(泰國籍勞工150份,菲律賓籍勞工88份)。

本研究結果發現如下:

(1)主管-部屬交換關係越好,主管對部屬就越不會採用辱罵式管理。(2)主管與部屬之權力距離知覺與辱罵式管理間並無顯著影響。(3)主管對部屬越採行辱罵式管理,部屬之組織公民行為就越低。(4)主管與部屬的交換關係越好,部屬的組織公民行為也越高。(5)主管權力距離知覺越大,部屬之組織公民行為就越高。
Recently, Taiwan had suffered labor shortage problems due to the promotion of the education standard and the changing attitude to work. In order to solve the labor shortage problems, Taiwan’s government import foreign labors to meet the need of industries from 1989. According to CLA (Council of Labor Affairs) 2006 March reports, the number of foreign labor in Taiwan already surpasses three hundred and twenty thousand, in which half percent are from Thailand and Philippine. They are an indispensable manpower for the manufacturing industries in Taiwan.

Although import the foreign labor to solve the labor shortage problems, but the foreign labor comprises of different language, culture, custom. It is cause many problems of manage and lead style, even some supervisor has “Abusive Supervision” to foreign labor. Above the reasons mentioned, this study seeks to discuss the correlation of supervisor-subordinate exchange relationship and power distance to abusive supervision and organizational citizenship behavior.

The range and object of this study is based on the Thai and Philippine labor of manufacturing industries in southern Taiwan. Using the Snowball Method of sampling, 460 questionnaires are sent out and 274 are replied, in which 238 (150 of Thai and 88 of Philippine) are valid. Through a statistical analysis, we acquire the conclusion as follows: (1) The closer supervisor- subordinate exchange relationship will effectively reduce the abusive supervision behavior in organization. (2) The power distance between supervisor and subordinate have no related to organizational citizenship behavior. (3) When abusive supervision was high, subordinate’s organizational citizenship behavior was negatively related to organizational citizenship behavior. (4) The closer supervisor- subordinate exchange relationship, the higher organizational citizenship behavior. (5) The higher power distance of supervisor, the higher organizational citizenship behavior.
Index of Contents

Index of Contents
Abstract(In Chinese) -----------------------------------------------i
Abstract-----------------------------------------------------------ii
Acknowledgements(In Chinese) -------------------------------------iii
Index of Contents--------------------------------------------------iv
List of Tables ----------------------------------------------------vi
List of Figures---------------------------------------------------vii

Chapter 1 Introduction
1.1 Research Background and Motivation------------------------------1
1.2 Research Purposes ----------------------------------------------2
1.3 Research Procedure ---------------------------------------------3

Chapter 2 Literature Review
2.1 Foreign Worker -------------------------------------------------4
2.2 Leadership Theory ----------------------------------------------6
2.3 Leader-Member Exchange Theory (LMX Theory)---------------------12
2.4 Cultural Difference -------------------------------------------16
2.5 Abusive Supervision -------------------------------------------22
2.6 Organizational Citizenship Behavior (OCB) ---------------------25
2.7 Relationship between each dimension ---------------------------30

Chapter 3 Methodology
3.1 Conceptual Framework ------------------------------------------34
3.2 Hypotheses ----------------------------------------------------35
3.3 Measures and Operational Definitions --------------------------36
3.4 Participants --------------------------------------------------38
3.5 Collection Procedure ------------------------------------------39
3.6 Data Analysis--------------------------------------------------41

Chapter 4 Analysis and Results
4.1 Descriptive Statistics-----------------------------------------43
4.2 Factor analysis and Reliability analysis-----------------------47
4.3 ANOVA for Nationality, Gender, Marital Status, Education Background-----------53
4.4 Correlation Analysis for Age and Seniority---------------------60
4.5 Hierarchical Regression Analysis for LMX, PD, AS, and OCB------63
4.6 Summary of Hypotheses------------------------------------------67

Chapter 5 Conclusions and Suggestions
5.1 Research Findings----------------------------------------------68
5.2 The policy for Foreign Worker Management ----------------------71
5.3 Research Limitations and Suggestions for Future Research-------71

Reference----------------------------------------------------------73
Appendix A---------------------------------------------------------79
Appendix B---------------------------------------------------------82
Appendix C---------------------------------------------------------86

List of Tables
2.4.1 The Individualism Societal Norm------------------------------17
2.4.2 The Power Distance Societal Norm ----------------------------18
2.4.3 The Uncertainty Avoidance Societal Norm ---------------------19
2.4.4 The Masculinity Societal Norm -------------------------------20
2.4.5 The Long-Term Orientation Societal Norm ---------------------21
4.1.1 Analysis of Supervisor’s sample structure ------------------43
4.1.2 Analysis of Subordinate’s sample structure -----------------45
4.2.1 KMO and Bartlett’s test ------------------------------------47
4.2.2 Factor Analysis and Reliability Analysis of Manager LMX -----48
4.2.3 Factor Analysis and Reliability Analysis of Employee LMX ----49
4.2.4 Factor Analysis and Reliability Analysis of Manager PD ------50
4.2.5 Factor Analysis and Reliability Analysis of EPD--------------50
4.2.6 Factor Analysis and Reliability Analysis of Difference PD----51
4.2.7 Factor Analysis and Reliability Analysis of Abusive Supervision---------52
4.2.8 Factor Analysis and Reliability Analysis of OCB--------------53
4.3.1 t-test of Labor’s nationality-------------------------------54
4.3.2 t-test of Supervisor’s gender-------------------------------54
4.3.3 t-test of Subordinate’s gender------------------------------55
4.3.4 t-test of Supervisor’s marital status-----------------------55
4.3.5 t-test of Subordinate’s marital status----------------------56
4.3.6 ANOVA of Supervisor’s education background------------------57
4.3.7 ANOVA of Thai labor’s education background------------------58
4.3.8 ANOVA of Philippine labor’s education background------------59
4.4.1 Pearson’s Correlation Analysis of Supervisor’s Age and eniority------------60
4.4.2 Pearson’s Correlation Analysis of Thai labor’s Age and Seniority-----------60
4.4.3 Pearson’s Correlation Analysis of Philippine labor’s Age and Seniority-----------61
4.4.4 Pearson’s Correlation Analysis of Each Dimension------------62
4.5.1 Hierarchical Regression Analysis of LMX and PD toward AS-----63
4.5.2 Hierarchical Regression Analysis of LMX, PD and AS toward OCB65
4.6.1 Summary of Hypotheses----------------------------------------67

List of Figures
1.1 Research Procedure ---------------------------------------------3
2.1 Stage in Development of LMX Theory-----------------------------13
3.1 Conceptual Framework ------------------------------------------34
3.2 Collection Procedure ------------------------------------------39
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