主管正義補救對於心理契約破壞效果之作用

The Effects of Supervisor’s Justice Remedy on Subordinates’ Perception of Psychological Contract Breach and Its Subsequent Impacts

主管與部屬關係不僅訂於實質紙本契約，亦會在心理層面產生契約感受。當主管為了調整自己與部屬承諾之契約內容，而無法實踐承諾時，部屬會知覺心理契約破壞。然而，變革或主管調整工作，不見得會引發心理契約破壞之負面後果，這其中有其它影響因子能緩解箇中效應。以社會交換理論及公平正義觀點來探討部屬感受心理契約破壞透過工作滿意度，進而影響抱怨組織與反生產力工作行為；檢驗主管正義補救之調節效果。以軍隊為受試樣本，透過兩個時間點資料收集，共計225份有效樣本。研究發現工作滿意度會中介部屬心理契約破壞與抱怨組織之關係，而主管正義補救顯著調節上述關係。心理契約破壞或工作滿意度無法顯著預測反生產力工作行為。本研究貢獻為發展主管正義補救與抱怨組織量表，並在實務上提供主管運用正義補救減緩心理契約破壞之不滿與防止部屬從事不利組織行為。

 

The relationship between the supervisor and subordinate goes beyond the formal contract to involve psychological contractual feelings. When supervisors unilaterally change the contracts and fail to realize their promises, subordinates may perceive psychological contract breach (PCB). However, implementing a change does not inevitably result in PCB and its subsequent negative effects, there are possible remedies to alleviate the impact. From the theoretical perspectives of social exchange and justice, the present study explored the impacts of PCB on subordinates’ job satisfaction (JS), organizational complaints (OC) and counterproductive work behavior (CWB) as well as the moderating role of supervisor’s justice remedy (SJR). Results from the 225 army personnel showed that JS mediated the relationship between PCB and OC, while SJR moderated these relationships. Neither PCB nor JS though significantly predicted CWB. We contributed to the literature by developing the Supervisor’s Justice Remedy Scale and the Organizational Complaints Scale. We also offered practical suggestions on reducing the negative effects of PCB through supervisors’ justice remedy actions.