領導成員交換關係、心理契約滿足與組織公民行為理論模型驗證：資源配置與社會資本觀點

A Model of Leader-Member Exchange, Psychological Contract Fulfillment and Organizational Citizenship Behaviors: Resources Allocation and Social Capital Perspectives

心理契約理論中主張「主管為員工心理契約之制定者」，但此一觀點鮮有研究進行實徵驗證。為了彌補此一缺口，本研究以領導成員交換關係探討主管對部屬心理契約滿足的影響，並從主管之資源配置與員工之社會資本的觀點，檢驗資源獲取、資訊獲取與情感支持之中介效果，最後連結組織公民行為建立理論模型，進行「領導成員交換關係、心理契約滿足與組織公民行為」整體理論模型的驗證。本研究以結構模式中之隨機係數路經分析法分析金融業228 筆「主管－－部屬」配對資料，研究結果大致符合本研究的預期。研究發現當主管和部屬有高品質的交換關係時，部屬透過主管獲得有益於完成工作任務的資源與資訊（而非情感支持），可提高員工知覺組織履行心理契約的程度、進而表現較多的組織公民行為。針對上述結果，本研究提出相關的討論與後續研究建議。

Psychological contract theory contend that supervisors as the contract maker. However, little is known about how supervisors impact on subordinate’s psychological contract. The study is designed to shed the light of the relationship between leader-member exchange and psychological contract fulfillment. From perspectives of resource allocation and social capital, we examined whether leader-member exchange increased acquired information, acquired resources and emotional support from supervisors and enhance psychological contract fulfillment and in turn increase organizational citizenship behaviors. We employed random coefficient model in structure model to analyze a sample of 228 supervisor-subordinate dyads obtained in financial industries. Results generally support our hypotheses, in that acquired information and acquired resources have significant mediating effects between leader-member exchange and psychological contract fulfillment, but emotional support does not. Further theoretical and practical implications are discussed.