互動正義與組織承諾、組織公民行為：角色壓力之中介效果及領導行為之干擾效果

Interactional Justice, Organizational Commitment and Organizational Citizenship Behavior: The Mediation Effects of Role Stress and Moderation Effects of Leadership Behaviors

本研究欲驗證員工的互動正義（摒除關係－－特權）分別與組織承諾（OC）、組織公民行為（OCB）之關係。其次，本研究欲檢測員工的互動正義與其角色壓力之關係，以及角色壓力分別與OC 和OCB 之關係。再者，本研究欲檢驗角色壓力是否會分別對「摒除關係－－特權（RGP）與OC 的關係」以及「RGP 與OCB 的關係」產生中介效果。同時，本研究亦欲探討主管領導行為之體恤因素是否會分別對「RGP 與OC 的關係」以及「RGP 與OCB的關係」產生干擾效果，以及主管領導行為之體制因素是否也會分別對「RGP 與OC 的關係」以及「RGP 與OCB 的關係」產生干擾效果。本研究之受測對象為台灣地區339 位企業員工。結果顯示員工的RGP 愈高，則其對公司的承諾感愈高，也愈會積極表現出組織公民行為。員工的RGP 愈高，則其角色壓力愈低。員工的角色壓力愈低，則其對公司的承諾感愈高，也愈會積極表現出組織公民行為。其次，「RGP 與OC 的正向關係」以及「RGP 與OCB 的正向關係」均會透過減低員工角色壓力的完全中介而達成。最後，主管領導行為的體恤因素不僅會對「RGP 與OC 的正向關係」產生顯著干擾效果，亦會對「RGP 與OCB 的正向關係」產生顯著干擾效果。當主管的體恤因素高時，員工的RGP 愈大，則其對公司的承諾感愈高，也愈會積極表現出組織公民行為；相對而言，當主管的體恤因素低時，則RGP 大小與OC 沒有關連性，RGP 大小與OCB 亦沒有關連性。但是，「RGP 與OC 的正向關係」不會因主管領導行為的高低體制因素而有不同，「RGP 與OCB 的正向關係」也不會因高低體制因素而有所差異。

Important and recurring questions in organizational behavior are why employees are committed to their organization and how to promote employees’ organizational citizenship behaviors. Previous research has implicated the effect of interactional justice on individual performance. The construct of ineractional justice, which was first described by Bies and Moag (1986) and corresponds to an amalgamation of Colquitt’s interpersonal and informational dimensions, had guided a wide range of justice research that had examined the interpersonal aspects of formal procedures. A meta-analytic review of Colquitt, Conlon, Wesson, Porter, and Ng (2001) of 25 years of organizational justice research has showed interpersonal and informational justice were weakly significant related to several employees’ outcomes (e.g. organizational commitment and organizational citizenship behavior). The researcher has adopted the broader notion of interactional justice in this study. The researcher only focus on this dimension because it is most relevant to the highly interactive context of supervisors and subordinators interaction that we studied. Previous research has also provided individual differences in role states and leadership factors as mechanism and contingency variables between interactional justice and organizational outcomes. Regarding the nature of mediated factors and employee outcomes, Lind and Van den (2002) have suggested that justice acts as a proxy for trust by providing employees an incentive to cooperate in the face of uncertainty. Judge and Colquitt (2004) proposed a model of mediator of role-conflict, arguing whether role-conflict was a mediator of the relationship between organizational justice and stress. Besides, pervious research has also implicated “interactionist” approach to understanding the outcomes of employees’ job performance. As noted by Judge, Piccolo, and Ilies (2004), future research should explore joint contributions of leadership behaviors and organizational justice to employees’ outcomes. Judge et al., (2004) have argued leaders high on Consideration should be better at fostering interactional justice and leaders high on Initiation Structure are likely to foster distributive justice. This study examines the relationships among employees’ interactional justice (resignation guanxi and privilege, RGP) and employee effectiveness (organizational commitment and organizational citizenship behavior). This study also investigates the relationships among RGP and role stress, role stress and employee effectiveness, respectively. In addition, this study examines the role stress as a mediator of the relationship between “resignation guanxi and privilege” and employee effectiveness. The researcher also tried to explore whether supervisors’ leadership behaviors (initiating structure and consideration) have significant moderating effects on the relationship between subordinates’ RGP and their effectiveness, respectively. In total, 339 employees from Taiwanese private enterprises suggested RGP had negative relationship with employee role stress and role stress had negative relationships with employee effectiveness. The results also showed RGP had positive relationships with employee effectiveness and these effects were mediated by role stress. The presence of RGP seemed to allow employee to better manage the interface of their role states, which was associated with higher organizational commitment and organizational citizenship behaviors. Hierarchical multiple regression analysis revealed the supervisors’ “consideration” had significant moderating effects on the relationship between the RGP and employee effectiveness. RGP had more positive impact on employee effectiveness when the supervisors’ “consideration” was high rather than low. But, the supervisors’ “initiating structure” had no significant moderating effects on the relationship between the RGP and employee effectiveness.