科技部專題研究計畫主持人
MOST 108-2410-H-130-030-SSS
差序領導,主動人格與工作投入之關係
Experienced differential leadership, proactive personality, and work engagement
科技部
Ministry of Science and Technology
銘傳大學
MingChuan University
江雲驊
Chiang, YunHwa
銘傳大學
MingChuan University
江雲驊
助理教授
02-2702-5177
hui3789@yahoo.com.tw
計畫執行期間起:2018-08-01
計畫執行期間迄:2019-07-31
2018-12-01
2019-04-30
台灣公司員工
1
003
01
差序領導;主管公平;工作投入;主動人格
differential leadership;supervisor justice;work engagement;proactive personality
華人學者主張差序領導者會把部屬區分為自己人和外人,並且偏私 地善待自己人。華人學者並認為這種主管的蓄意偏私行為可以激勵 員工依照主管的意志努力工作,以獲得主管更好的照顧,但是根據 西方的組織公平理論,認知的組織不公平待遇會使得員工相信:他 的工作投入無法從雇主處得到公正的補償,因此員工會降低工作投 入。如此看來東方和西方的管理理論,對於差別對待員工會產生的 效果有不同的說法。本文引用組織公平理論主張:員工所經歷的差 序領導會引發追隨者所認知的主管程序不公正,因而降低工作投入 ,但是員工的主動人格會調節以上的中介效果。本研究收集並分析 台灣員工的資料證實以上的假設,本文的發現解釋東西方管理理論 中不同的說法。
Chinese scholars argue that differential leaders classify subordinates into insiders and outsiders and treats insiders more favorably. By deliberately demonstrating favoritism to insiders, Chinese supervisors can motivate followers to work hard according to the leader’s expectations because doing so may help the follower be recognized as an insider and can therefore receive better treatment from the leader. On the other hand, the organizational justice theory from the West argues that perceiving unfair treatment in the workplace makes followers believe that their input cannot be fairly compensated, which then makes employees withdraw from their work. Comparing the Chinese differential leadership theory and the organizational justice theory from the West, it seems that Chinese management theories contradict with the teachings from Western management literature about the effect of the leader’s differentially treating followers. To reconcile this seeming contradiction, this study draws on the organizational justice theory to propose that experiencing differential leadership may reduce followers’ perception of supervisor-focused procedural justice which, in turn, reduces the person’s work engagement. However, the workers’ proactive personality will mitigate the above- mentioned mediating effect. This study examines time-lagged data from workers in a large Taiwanese corporation and finds support for our hypotheses. Our study provides an explanation to resolve a seeming controversy between the Chinese and the Western management literature.

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