科技部專題研究計畫主持人
MOST-107_2410_H_001-112-SSS
儒家工作倫理、西方創新價值、與企業實踐倫理與社會責任間關係探討
Exploring the Relationships among Confucian Work Ethics, Western
科技部
Ministry of Science and Technology
國立成功大學企業管理學系
Dept. of Business Administration, National Cheng-Kung Univ.
葉桂珍
Quey-Jen Yeh
國立成功大學企業管理學系
Dept. of Business Administration, National Cheng-Kung Univ.
葉桂珍
教授
0912767204
yehqj@mail.ncku.edu.tw
計畫執行期間起:2018-08-01
計畫執行期間迄:2019-10-15
2019-05-01
2019-06-25
台灣業界(金融/台電/製造/服務
1
007
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華人勤勞傳統、西方創新文化、工作倫理與社會責任 (WESR), 教練式管理、工作績效效能
Chinese diligence tradition, Western innovative cultures, work ethics and social responsibility (WESR), coaching style management, work performance efficacy
華人社會立基於儒家思想,顯示出多禮、認真工作、不抱怨,有利於建立和諧、非以自我為中心之社會。但是,或許因過於強調科技成果,儒家式倫理相關研究多數強調一般性哲學與理論想法,較少探討華人傳統價值與西方新思維整合後的社會影響性實證研究。本文的貢獻主要以此為主題,探討華人的勤勞與體諒傳統是否與西方的創新文化與教練式管理同時存在華人企業,並且有助員工學習工作倫理與社會責任(WESRs; work ethics and social responsibilities),研究並將這個WESR模式衍伸至有利於人力資源領域的工作績效效能。透過多個PLS分析過程,研究結果提供一揭露管理者如何與組織共同合作,以建立一個穩健的倫理系統,使員工得透過該組織系統學習倫理價值以及對社會負責的行為,而不僅僅是學習必要的工作技能。實驗結果支援本研究提出的模式與假設,主要的管理意涵直指:管理者是一直接介入組織環境之監督者,因此比起組織文化,管理者可以更有效率地幫助員工瞭解企業倫理與對社會負責之重要性。
Chinese society rooted in Confucianism, showing a traditional philosophy of propriety and hard work without complaint, good for creation of a harmonious, non-self-centered society. However, perhaps due to the greater emphasis of technological outcomes, most prior Confucian ethics studies pertain to the general ideas. Seldom empirically investigate the social influence of integrating old Chinese values with new Western styles. This paper makes such a contribution by exploring whether Chinese diligence tradition co-exists with Western innovative cultures and coaching style of management in Chinese-managed firms to facilitate employees learning about work ethics and social responsibilities (WESRs). The model is extended to relate WESR with human resource benefit in work performance efficacy. Through various PLS analysis procedures, the results provide an insight to explore the procedure for how managers can work with organizations to foster a solid ethics system by which employees can learn about ethical values and socially responsible behavior more than simply the required job skills. The empirical results supported our proposed model and hypotheses. The results imply mainly that managers as a direct organization-involved supervisor can be more effective than organizational cultures in helping employees understand the significance of business ethics and being socially responsible.
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