臺灣博碩士論文加值系統

本研究以角色理論探討近年來在實務界漸漸嶄露頭角的當責(Accountability)議題與敬業貢獻度之間的關係，想要探討感受當責是否能讓員工清楚自己在工作中應扮演什麼樣的角色，進而能夠投入更多資源於工作中，提升員工的敬業貢獻度。另一方面餐飲服務業是台灣近幾年來相當受到注目的產業，在愈來愈競爭的市場中，要如何留住顧客，甚至創造顧客更多的消費，是餐飲業者的重要議題。因此本研究以餐飲服務業為研究對象，想了解在餐旅服務業當中，感受當責與敬業貢獻度是否會對服務的績效發揮重要的影響力。
然而在文獻當中發現學術對感受當責有不一樣的解讀，組織一味的實行當責似乎還有著潛藏的危機，感受當責可能形成員工沉重的壓力。因此本研究想探討感受當責與敬業貢獻間的關係。為了探討感受當責與敬業貢獻度之間不確定的關係，本研究則從認知調整模式(cognitive tuning model) 指出組織玩興氣氛可能是影響這段關係中的因素之一。
本研究採主管與員工配對問卷，以台灣各家餐飲業者進行研究，經過第一階段預試問卷試測後進行項目分析與驗證性因素分析確認研究工具的信效度，再進入第二階段正式施測的部分，最後總共回收307份有效問卷，並以多元階層迴歸驗證各項假設。
研究結果顯示感受當責與敬業貢獻度有正向關係，而敬業貢獻度亦與服務績效有關，然而組織玩興氣氛並未對感受當責與敬業貢獻度之間的關係形成干擾作用；然而再分別來看正職人員與兼職人員，會發現兼職人員的部分，各變項之間皆無顯著的正向關係，甚至有負面影響的傾向。
依據本研究之研究結果，建議餐飲業者可以塑造組織當責文化、訓練主管賦權給正職員工，讓正職員工能夠擁有當責以提升敬業貢獻度以及服務績效；另一方面則建立相關的福利措施，並鼓勵員工從事適當休閒活動，打造員工喜愛的工作環境，以提升全體員工的敬業貢獻度；最後則是可以利用教育訓練加強敬業貢獻度對服務績效的正向作用，以達到組織更大的營業收入。最後本研究則提出相關的研究限制與研究建議。

This study explored the relationship between accountability, an issue with increasing attention recently, and job engegement on the basis of role theory. The present study want to know whether felt accountability can clarify work roles and then make employees invest more energy into their work rolse and improve their job engagement. The present study researched this issue and collected data from employee in the restaurant industry because the restaurant need to keep or even create consumers so that can survival in the keen competition.
In the extant literature, there are something different from the management practices, where accountability is often viewed positively. Some say that accountability in the organization would result in some crisises and risks because felt accountability may be a kind of stressors for emplyees. The present study therefore aims to understand the relationship between felt accountability and job engagement more. To explore this relationship, the researcher pointed out that organizational playness climate may be an important moderator according to cognitive tuning model.
The data was collected from restaurant waiters and waitresses in Taiwan. First we adopted item analysis and confirmaiton factor analysis in the pretest sample to test the valiity and reliability qualities of our measures. After modifying the measurements accroding to the result of pretest, we collected 307 formal valid sample again and used the hierarchical multiple regression to test the hypotheses.
The result showed that employee’s felt accountability was positively related to job engagement and job engagement was also positively related to service performance. However, organizational playfulness climate didn’t moderate the relationship between felt accountability and job engagement. Nevetheless, the results from part time employees are different from full time ones. There were no positive relationships between all of the variables when the samples are part time employees and the results even showed that negitive relationships possibly exsist.
Accroding to the results, some suggestions are provided to restaurant managers. First, they can build the accountability culture in their organization and make supervisors learn how to empower their subordinates so that full time employee will be aware of accountability and then improve their job engagement. Second, they can build a work enviorment where all employees love to stay. For instance, establishing related welfare system and encouraging employees to take suitable entertainment may be possible ways. Finally, training can enhance the positive effect of job engagement on service performance and thenincrease the profits of the organization. The research limitation and future study direction are also discussed.

目錄
摘要 I
Abstract II
目錄 III
表目次 V
圖目次 VIII
第一章 緒論 1
第一節 研究動機 1
第二節 研究目的 4
第三節 研究流程 4
第四節 名詞釋義 5
第二章 文獻探討 8
第一節 當責與其相關研究 8
第二節 敬業貢獻度與其相關研究 10
第三節 感受當責、敬業貢獻度與服務績效的關係 12
第四節 組織玩興氣氛與其相關研究 16
第五節 組織玩興氣氛的干擾效果 17
第三章 研究方法 20
第一節 研究架構與假設 20
第二節 研究對象 21
第三節 研究工具 22
第四節 正式問卷實施 42
第五節 資料分析 43
第四章 研究結果 44
第一節 樣本描述 44
第二節 整體樣本分析結果 50
第三節 不同職位的分析結果 58
第四節 研究結果與綜合討論 74
第五章 研究結論 81
第一節 管理意涵 81
第二節 後續研究建議 84
第三節 研究限制 85
參考文獻 87
附錄A 員工問卷 95
附錄B 主管問卷 99
附錄C 各量表原始題項 101
 
表目次
表 3-1感受當責之項目分析 23
表 3-2感受當責量表之CFA分析結果 24
表 3-3敬業貢獻度之項目分析 26
表 3-4子量表身體力行構面之CFA分析結果 27
表 3-5子量表情緒構面之CFA分析結果 28
表 3-6子量表認知構面之CFA分析結果 29
表 3-7敬業貢獻度整體量表之CFA分析結果 30
表 3-8組織玩興氣氛之項目分析 32
表 3-9子量表「合作親近」之CFA分析結果 34
表 3-10子量表「主管支持、輕鬆互動」之CFA分析結果 35
表 3-11子量表「休閒同樂、激發創意」之CFA分析結果 36
表 3-12子量表「不拘小節、幽默快樂」之CFA分析結果 37
表 3-13子量表「休閒放鬆」之CFA分析結果 38
表 3-14組織玩興氣氛整體量表之CFA分析結果 39
表 3-15服務績效之項目分析 40
表 3-16服務績效量表之CFA分析結果 41
表 4-1員工基本資料統計 45
表 4-2員工之主管基本資料統計 46
表 4-3相關分析 49
表 4-4感受當責對敬業貢獻度之階層迴歸分析 51
表 4-5感受當責對敬業貢獻度身體力行構面之階層迴歸分析 52
表 4-6感受當責對敬業貢獻度情緒構面之階層迴歸分析 53
表 4-7感受當責對敬業貢獻度認知構面之階層迴歸分析 54
表 4-8敬業貢獻度對服務績效之階層迴歸分析 55
表 4-9感受當責、敬業貢獻度對服務績效之階層迴歸分析 56
表 4-10組織玩興氣氛干擾效果之階層迴歸分析 58
表 4 11正職人員之相關分析 60
表 4 12兼職人員之相關分析 61
表 4-13正職員工感受當責對敬業貢獻度之階層迴歸分析 62
表 4-14正職員工感受當責對敬業貢獻度身體力行構面之階層迴歸分析 63
表 4-15正職員工感受當責對敬業貢獻度情緒構面之階層迴歸分析 63
表 4-16正職員工感受當責對敬業貢獻度認知構面之階層迴歸分析 64
表 4-17兼職員工感受當責對敬業貢獻度之階層迴歸分析 65
表 4-18正職員工敬業貢獻度對服務績效之階層迴歸分析 66
表 4-19兼職員工敬業貢獻度對服務績效之階層迴歸分析 67
表 4-20正職員工感受當責、敬業貢獻度對服務績效之階層迴歸分析 68
表 4-21兼職員工感受當責、敬業貢獻度對服務績效之階層迴歸分析 69
表 4-22正職員工感受當責、情緒構面對服務績效之階層迴歸分析 70
表 4-23兼職員工組織玩興氣氛干擾效果之階層迴歸分析 72
表 4-24兼職員工「休閒同樂、激發創意」干擾效果之階層迴歸分析 73
表 4-25兼職員工「不拘小節、幽默快樂」干擾效果之階層迴歸分析 74
表 4-26假設一驗證結果 75
表 4-27假設二驗證結果 77
表 4-28假設三驗證結果 79
表 5-1共同方法變異分析結果 86

 
圖目次
圖 3 1研究架構 20

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