Do supervisor and colleague affect nonprofit organization employee’s social alliance attitude? The moderating role of employee participation

主管與同事會影響非營利組織員工的社會聯盟態度嗎？員工參與的調節效果

非營利組織員工在社會聯盟成功與否中扮演重要的角色。本研究針對非營利組織員工進行問卷調查，探討社會聯盟對非營利組織員工的影響。本研究使用臺灣非營利組織員工為樣本，並以偏最小平方法的結構方程模式分析整體模型。研究結果發現，企業的利他動機、主管社會聯盟態度以及同事社會聯盟態度，都會正向影響員工社會聯盟態度，其中以主管社會聯盟態度影響最為顯著。其次，員工社會聯盟態度會正向影響員工組織認同，以及員工對營利企業的態度。最後，員工社會聯盟參與，會調節主管與同事的社會聯盟態度與員工社會聯盟態度的關係。當員工參與愈高時，由於員工非常了解社會聯盟，所以對社會聯盟的態度較不會受到主管與同事態度的影響。本研究針對研究結果提出學術及管理意涵，提供社會聯盟雙方經營管理參考。

Nonprofit employees play an important role in the success of social alliances. This study conducted a questionnaire survey to explore the impact of social alliances on nonprofit employees. This study uses a sample of non-profit organization employees in Taiwan and adopts partial least squares structural equation modeling (PLS-SEM) for overall model analysis. The results reveal that the business altruistic motive, supervisor’s social alliance attitude, and colleague’s social alliance attitude positively influence the employee’s social alliance attitude, of which the supervisor has the most significant influence. Second, the employee’s social alliance attitude positively affects the employee’s organization identification and the employee’s attitude toward partner. Finally, employee participation will moderate the relationships among supervisor’s, colleague’s, and employee’s social alliance attitude. When employee participation is higher, employee’s social alliance attitude is less influenced by the attitude of supervisors and colleagues because employees are well aware of social alliance. This study puts forward theoretical and managerial implications for the research results, and provides a reference for the operation and management of social alliance.