主管忠誠：華人本土構念的美國驗證

Supervisory Loyalty: Test of Chinese Indigenous Constructs in the United States

在華人的企業組織中，忠誠是部屬與其主管互動的重要特徵。現有的研究雖然不多，但已掌握華人本土的主管忠誠概念，並發展出華人主管忠誠的建構與測量。然而，由於直接延伸自組織承諾的概念，所以，西方主管忠誠的概念本身缺乏完整的建構。因此，本研究以華人本土主管忠誠的概念與測量，進行跨文化比較研究，以彌補西方主管忠誠概念的不足。經由內容分析確認量表內容效度後，蒐集美國160對與台灣400對領導者與部屬對偶樣本進行分析。初步結果指出：（1）華人本土主管忠誠建構，具有相當程度的文化普同性；（2）本土普同性主管忠誠與西方主管忠誠構念，對工作滿意度、工作績效、及間接組織公民行為的預測上，美國與台灣相同。文章中對於研究結果的意涵有更為深入地討論，並提出未來研究的方向。

Supervisory loyalty (Loyalty to supervisor) is the most significant character in the dyadic relationship between subordinates and supervisors in Chinese Business enterprises. Based on several Chinese indigenous studies including case studies and largescale questionnaire administrations, researchers have built the constructs and measurement of Chinese supervisory loyalty. In comparison with Western concept, Chinese supervisory loyalty not only has commonality with Western construct, identification and internalization, but also has Chinese indigenous constructs, such as sacrifice and dedication, task assistance, obedience and compliance, and initiative supportiveness. Obviously, the concept of supervisory loyalty is much more comprehensive in Chinese than in Western contexts. One would explain these differences as social culture influences, however, the concept of supervisory commitment, which derived from organizational commitment in Western context, would limit the scope of the concept. As a result, we believe that constructs developed under Chinese context would be also true in Western context and compensate the gap in international literature. For this purpose, cross-culture study using supervisory loyalty scale developed in Chinese context and the content were validated by content validity analysis. Using 160 dyadic samples from the United States and 400 dyadic samples from Taiwan, the results showed that those indigenous supervisory loyalty constructs developed under Chinese context are also valid in the United States, and the relationships between the two constructs of supervisory loyalty-Western and Chinese indigenous commonality, and employee outcomes are similar in most cases among two locations. Implications and future directions were discussed and provided.