效忠主管或組織承諾：工作滿足及工作績效之衡量

Loyalty to Supervisor or Organizational Commitment: Measuring Employee Job Satisfaction and Job Performance

目的：本研究旨在探討不同承諾對象對員工的工作滿足與工作績效之影響；同時以主管忠誠為調節變項，了解它如何影響組織承諾對工作滿足及工作績效的效果。研究設計與方法：以台灣前1000大企業為收案對象，每家企業會收到4份，其中2份為員工填寫(分別為黃色及藍色)問卷，2份為人力資源主管填寫。與主管關係較好的員工填寫黃色問卷；而與主管關係較不好的員工填寫藍色問卷。共回收113份問卷，有效問卷共107份。發現：組織承諾對工作滿意度的解釋力比對上司的忠誠度更顯著。效忠主管和組織承諾對工作績效有顯著的正向影響。組織承諾對工作績效的解釋力比對上司的忠誠度更顯著。最後，效忠主管在組織承諾對工作滿意度及工作績效之間有顯著的調節作用。價值：首先，本文討論了對效忠主管和組織承諾對員工行為的影響，並確定哪一個對員工行為的影響更大。其次，藉由領導部屬交換理論，一種實用的管理技能可以幫助了解內部群體和外部群體是否可以影響組織承諾對員工行為和績效的影響。

"Purpose: This study explores the effects of commitment subjects on employee job satisfaction and job performance. In addition, the study examines the moderating effects of loyalty to supervisors on the relationship between organizational commitment and job satisfaction as well as organizational commitment and job performance. Design/methodology/approach: The top 1,000 enterprises were selected for this study. Each enterprise received four questionnaires, two of which were employee questionnaires (yellow and blue). The questionnaires were distributed by the head of human resources department to an employee who had a good relationship (yellow questionnaires) and an employee who had a bad relationship (blue questionnaires). Of the 113 questionnaires collected, 107 were valid. Findings: The explanatory power of organizational commitment on job satisfaction was more significant than that of loyalty to supervisors. Furthermore, loyalty to supervisors and organizational commitment significantly positively influenced job performance. The explanatory power of organizational commitment on job performance was more significant than that of loyalty to supervisors. Finally, the results revealed that loyalty to supervisors has a significant moderating effect on the relationship among organizational commitment, job satisfaction, and job performance. Originality/value: This study makes the following contributions. First, this paper discusses the influence of loyalty to supervisor and organizational commitment on employee behavior and determines which one has a greater influence on employee behavior. Second, through the leadership and subordinate exchange theory, a practical management skill can help understand whether the internal group and the external group can adjust the influence of organizational commitment on employee behavior and performance."