員工對組織變革的反應：以焦點團體驗證壓力模型

Explaining How Employees Respond to Organizational Change: Test a Stress-Based Model Using Focus Group Technique

本研究採焦點團體面談以驗證解釋員工反應組織變革的壓力模型。首先以建設／破壞，及主動／消極兩向度分類反應類型。接著，採Lazarus壓力理論為架構解釋造成不同反應類型的因素。研究結果指出信賴（高階經理及同儕）、知覺（分配及程序）公正，以及參與，影響初級認知評估而調適建設或破壞反應，因為該評估影響員工威脅感程度。同樣地，員工能力感、訓練提供，以及組織支持感，則影響次級認知評估而調適主動／消極反應，因為該評估在於因應威脅之能力的評估。本研究結果驗證Mishra與Spreizer的理論命題，並延申該模型之應用。

This study used focus group interviews to test a stress-based model explaining employee responses to organizational change. First, we categorized varied employee responses to organizational change using two underlying dimensions: constructive/ destructive and active/passive. Then, we utilized Lazarus's theory of stress as a theoretical framework to explain the factors that influence different employee responses. Result indicated that trust （in top management and among peers）, perceived （distributive and procedural） justice, and participation are factors influencing primary appraisals, thus modulating constructive or destructive responses because they affect the extent to which employees perceive threat. Likewise, and employee's feeling of competence, the provision of a training program, and perception of organizational support affect secondary appraisal and facilitate more active responses because they enhance employees' assessments of their capacity to cope with threat. This study's findings validated propositions suggested by Mishra & Spreitzer and broadened the application of their model. C） and economic integration between China and Taiwan are examined to demonstrate such point.