組織不當行為影響因素之探討－－以服務業及製造業為例

Antecedents of Organizational Misbehavior: Comparison of Service and Manufacturing Industries

近年來，組織不當行為之重要性已備受重視，研究結果亦顯示組織不當行為對組織造成相當大的損失。然而，過去對於組織成員從事不當行為的影響因素仍有待後續研究之深入探討。由於過去研究指出工作滿足感、個人－－組織契合度、及組織承諾等三項變數係組織公民行為之重要預測因子，而員工態度則是組織不當行為的預測因子，故本研究主要由工作滿足感、個人－－組織契合度、及組織承諾三個觀點，探討其對組織不當行為的影響。此外，由於服務業及製造業之控制系統具相當大的差異性，故本研究進一步比較上述三項預測因子對組織不當行為之解釋力。本研究以結構方程式模式進行856 份問卷的分析，主要之研究結果包括(1)組織不當行為的構面包括傷害行為、貪瀆行為、及怠惰行為。(2)工作滿足感對貪瀆行為及怠惰行為具顯著的負向影響。(3)組織承諾及契合度對傷害行為具顯著之負向影響。(4)組織承諾及契合度對怠惰行為具顯著之負向影響。(5)組織承諾對傷害行為及怠惰行為的解釋能力最強。(6)工作滿足感對貪瀆行為的解釋能力最強。整體而言，研究結果將有助於管理者瞭解並預測員工從事組織不當行為之原因。最後，本研究亦對管理意涵與未來之研究建議提出討論。

During the past two decades, the importance of organizational misbehavior has been widely advocated. Research has shown that organization suffer considerable losses form organizational misbehavior. Despite its importance, the understanding of the factors that underlie employees’ decisions to engage deviant behavior is still an under- researched area in organizational behavior. Thus, this study was undertaken to gain greater insight into the topic of organizational misbehavior. Previous studies have indicated that job satisfaction, organizational commitment, and person-organization fit were significant predictors of organizational citizenship behavior. And employee attitudes also are predictors of deviant behavior. Therefore, job satisfaction, organizational commitment, and person-organization fit were tested as predictors of organizational misbehavior. Control mechanisms can be expected to be powerful determinants of employee behavior. Owing to the differences in the control systems, we further explored the effects of three predictors on organizational misbehavior in manufacturing and service industries. The sample for this study was taken from service and manufacturing industries. A total of 856 out of 1080 questionnaires were returned. Structural equation modeling was employed to test our hypotheses. There were six major findings: (1) Organizational misbehavior was categorized into aggression, fraud, and inaction. (2) Satisfied employees were more likely to exhibit fraud and inaction. (3) Organizational commitment and person-organization fit were significant predictors of aggression. (4) Organizational commitment and person-organization fit were significant predictors of inaction. (5)The most important factor that influences inaction and aggression was organizational commitment. (6) The most important factor that affects fraud was job satisfaction. In general, the contribution of this research is help managers to understand and predict organizational misbehavior. Implications of these findings for management practice and future research are discussed.