組織價值的上下契合度與組織成員個人的效能

THE RELATIONSHIP BETWEEN HIERARCHICAL FIT IN ORGANIZATIONAL VALUE AND EMPLOYEE EFFECTIVENESS

本研究旨在探討組織價值的上下契合度與組織成員個人效能的關係。以一家大型跨國企業的170位經營主管、261位專業職員及335位現場作業人員為對象，蒐集內部整合價值與外部適應價值的資料，用以計算專業職員、現場作業人員與經營主管的組織價值差距。接著再掌握專業職員與現場作業人員的組織承諾、組織公民行為、及工作績效等個人效能變項，進行迴歸分析。結果發現：在控制個人特性變項之後，除了工作績效之外，不管是專業職員或是現場作業人員，內部整合組織價值的上下契合度對組織承諾、組織公民行為均具有顯著的預測效果，此結果支持了契合假說的主張。然而，對專業職員而言，外部適應價值與組織公民行為的關係，卻不符合契合度假說的預測，而較支持優勢文化假說的主張：個人的社會責任知覺愈高，則其組織公民行為愈高。最後，討論了本研究在組織文化、領導研究、及實際應用上的意義。

The present study investigated the relationship between hierarchical fit in organizational value and individual effectiveness. Data on issues related to internal integration value and external adaptation value were collected from 170 managers, 261 staffs, and 335 shop floor operators of a large-scale multinational corporation. Differences in organizational value were computed between managers and floor operators as well as between managers and staffs. Multiple regression analyses were then conducted to examine how such value differences can predict organizational commitment, organizational citizenship behavior, and job performance of the staffs and operators. Results support the cultural fit hypothesis by showing that hierarchical value fit on internal integration can significantly predict commitment and citizenship behavior after controlling individual characteristics of the staffs and operators. However, value fit on external adaptation did not predict organizational citizenship behavior of the staffs. In contradiction to the prediction of cultural fit hypothesis, these results support the strong culture hypothesis. That is, individuals with a greater sense of social responsibility are more likely to perform organizational citizenship behavior. Implications on the theories of organizational culture and leadership, and on practical applications are discussed.