主管行為與工作績效關係之研究

Research on the Relationship between Supervisor Behavior and Job Performance

本研究對象為2020年4月底前之在職員工，有效問卷為373份，旨在探討主管偏愛和不友善行為如何影響員工行為。研究結果顯示，「主管偏愛」和「主管不友善」對於員工產生「表面從眾」有正向顯著影響；「表面從眾」對「工作退縮」和「工作投入」亦有正向顯著影響；「心理契約違反」對於「主管偏愛」與「表面從眾」具調節效果；「心理契約違反」對於「主管不友善」與「表面從眾」無影響；「心理契約違反」對於「表面從眾」與「工作退縮」具調節效果；「心理契約違反」對於「表面從眾」與「工作投入」亦有調節效果。
本研究貢獻為，第一，將主管行為分成正負向採以社會交換、社會認同、社會分類及領導者成員交換理論探究，且整合並擴展了傳統領導理論，為領導者與不真誠行為提供驗證。第二，根據社會影響與資源保存理論，探討主管行為是否會讓員工產生表面從眾，從而對員工工作態度與行為造成影響，以拓展研究領導者影響員工行為之新觀點。第三，以心理契約違反是透過組織制度層面去探討，有別於過往研究從片面角度去探討表面從眾之調節變數，亦填補了影響員工表面從眾行為之研究缺口。最後，提出如何強化主管與員工之間的關係及重視心理契約的履行之實務管理建議，以促進提升組織運作。

This study recruited 373 frontline employees via convenience sampling. The results of path analysis showed that“favoritism”,“supervisor incivility”and“work withdrawal”are positively related to“facade of conformity”.“Work engagement”was negatively related to“facade of conformity”. In addition,“psychological contract breach”moderated the relationship between“favoritism”and“facade of conformity”,“facade of conformity”and“work withdrawal”, and“facade of conformity”and“work engagement”.
The contribution of this research can be divided into three aspects. First, this study applied social exchange theory, social identity theory, social categorization theory, and leader-member exchange theory to categorize supervisory behaviors into positive and negative dimensions, integrating and expanding previous research on traditional leadership theory to provide verification for leaders and inauthenticity behaviors. Second, according to the social influence theory and resource conservation theory, discussing whether the supervisor’s behavior would cause employees creating facade of conformity, which could affect their work attitude and behavior and developed new directions of the influences of leaders’ behavior toward employees’behavior. Last, this study considered that the previous researches about moderating variables of facade of conformity were studied from a one-sided perspective, while psychological contract breach was studied through the organizational level, filling the gap that could affect employees’facade of conformity behavior. In conclusion, practical management recommendations are provided to strengthen supervisor-employee relationships and prioritize the fulfillment of psychological contracts, fostering organizational performance.