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題名 組織偏袒氛圍對員工工作敬業的影響:工作中心性的調節效果
The influence of organizational favouritism climate on employee work engagement: The moderating effects of work centrality
作者 何芳欣
Holder, Francine D.
貢獻者 胡昌亞
Hu, Chang-ya
何芳欣
Francine D. Holder
關鍵詞 偏袒氛圍
組織正義
工作中心性
工作敬業
Favouritism climate
Organizational justice
Work centrality
Work engagement
日期 2023
上傳時間 2-Aug-2023 13:45:45 (UTC+8)
摘要 An organizational favouritism climate can manifest through better compensation, more recognition, career advancement, and the allocation of more resources to favoured employees. A common view is that this differential treatment creates an atmosphere of conflict in the workplace and negatively affects employees’ work attitudes and behaviours. This research concept aims to explore mechanisms underlying the impact of employees` perception of an organizational favouritism climate on their work engagement. Drawing upon Adams’ equity theory, and social exchange theory, the study predicts that employee perception of organizational justice is undermined when they sense preferential treatment toward some employees. Such a sense of the organization’s unfavourable orientation would decrease employees’ work engagement. To test the hypotheses, a sample of 157 full-time workers was assessed. Contradicting expectations, employees who perceive a stronger organizational favouritism climate, also perceive a more just organization and were more likely to engage in their job. A plausible explanation for this finding is that 59.87% of respondents hold managerial positions, suggesting they have the capability to cope within an organizational favouritism climate due to greater authority and influence over their employment outcomes. Additionally, a notable observation is that a significant majority of the respondents, 70.7%, report work-centrality ratings above the average threshold. This indicates a high degree of intrinsic motivation facilitates the heightened engagement among respondents. Furthermore, work centrality emerges as an important psychological construct with significant moderating effects, strengthening the hypothesized relationships. Although an organizational favouritism climate can have detrimental effects, this study reveals a more nuanced and promising new research direction. Future studies could extend this line of research to include multiple routes through which favouritism may exert its influence, including direct, vicarious, and ambient impacts. The study discusses the theoretical contributions and managerial implications of the findings.
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     Arici, H. E., Arasli, H., Çobanoğluc, C., & Namin, B. H. (2021). The effect of favoritism on job embeddedness in the hospitality industry: A mediation study of organiational justice. International Journal of Hospitality & Tourism Administration, 22, 383-411.
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描述 碩士
國立政治大學
國際經營管理英語碩士學位學程(IMBA)
110933062
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0110933062
資料類型 thesis
dc.contributor.advisor 胡昌亞zh_TW
dc.contributor.advisor Hu, Chang-yaen_US
dc.contributor.author (Authors) 何芳欣zh_TW
dc.contributor.author (Authors) Francine D. Holderen_US
dc.creator (作者) 何芳欣zh_TW
dc.creator (作者) Holder, Francine D.en_US
dc.date (日期) 2023en_US
dc.date.accessioned 2-Aug-2023 13:45:45 (UTC+8)-
dc.date.available 2-Aug-2023 13:45:45 (UTC+8)-
dc.date.issued (上傳時間) 2-Aug-2023 13:45:45 (UTC+8)-
dc.identifier (Other Identifiers) G0110933062en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/146495-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 國際經營管理英語碩士學位學程(IMBA)zh_TW
dc.description (描述) 110933062zh_TW
dc.description.abstract (摘要) An organizational favouritism climate can manifest through better compensation, more recognition, career advancement, and the allocation of more resources to favoured employees. A common view is that this differential treatment creates an atmosphere of conflict in the workplace and negatively affects employees’ work attitudes and behaviours. This research concept aims to explore mechanisms underlying the impact of employees` perception of an organizational favouritism climate on their work engagement. Drawing upon Adams’ equity theory, and social exchange theory, the study predicts that employee perception of organizational justice is undermined when they sense preferential treatment toward some employees. Such a sense of the organization’s unfavourable orientation would decrease employees’ work engagement. To test the hypotheses, a sample of 157 full-time workers was assessed. Contradicting expectations, employees who perceive a stronger organizational favouritism climate, also perceive a more just organization and were more likely to engage in their job. A plausible explanation for this finding is that 59.87% of respondents hold managerial positions, suggesting they have the capability to cope within an organizational favouritism climate due to greater authority and influence over their employment outcomes. Additionally, a notable observation is that a significant majority of the respondents, 70.7%, report work-centrality ratings above the average threshold. This indicates a high degree of intrinsic motivation facilitates the heightened engagement among respondents. Furthermore, work centrality emerges as an important psychological construct with significant moderating effects, strengthening the hypothesized relationships. Although an organizational favouritism climate can have detrimental effects, this study reveals a more nuanced and promising new research direction. Future studies could extend this line of research to include multiple routes through which favouritism may exert its influence, including direct, vicarious, and ambient impacts. The study discusses the theoretical contributions and managerial implications of the findings.en_US
dc.description.tableofcontents Table of Contents
     1. Introduction 1
     1.1. Research Purposes 5
     1.2. Structure Overview 6
     2. Literature Review 7
     2.1. The Outcome Variable: Employee Engagement 7
     2.2. Perceived Favouritism Climate and Organizational Justice 9
     2.3. Perceived Organizational Favouritism Climate and Work Engagement 12
     2.4. The Mediating Effect of Organizational Justice 13
     2.5. The Moderating Effect of Work Centrality 14
     2.6. Research Model 16
     3. Methodology 17
     3.1. Measures 17
     3.2. Participants and Procedures 21
     4. Data Analysis and Findings 22
     4.1. Sample Overview 22
     4.2. Reliability Analysis 25
     4.3. Confirmatory Factor Analysis 26
     4.4. Correlation Analysis 26
     4.5. Hypothesis Testing 29
     5. Discussion 38
     6. Supplementary Analyses 43
     7. Theoretical and Conceptual Contributions 48
     8. Managerial Implications and Recommendations 49
     9. Limitations 51
     10. Future Research 54
     11. Conclusion 56
     References 57
     
      
     List of Figures
     Figure 1: Research Model 16
     Figure 2: Moderation Plot (Hypothesis H4) 33
     Figure 3: Moderation Plot (Hypothesis H5) 36
     Figure 4: Moderation Plot (Supplementary Analysis) 45
     
     
     
      
     List of Tables
     
     Table 1: Scale for Work Engagement 18
     Table 2: Scale for Climate of Favouritism 19
     Table 3: Scale for Perception of Organizational Justice 20
     Table 4: Scales for Work Centrality 21
     Table 5: Overview of Participant Sample 23
     Table 6: Cronbach’s Alpha Results 25
     Table 7: Mean, Standard Deviation and Pearson’s Correlation Analysis 28
     Table 8: Hierarchical Regression Results (Hypothesis H4) 32
     Table 9: Hierarchical Regression Results (Hypothesis H5) 35
     Table 10: Hypotheses Result Summary 37
     Table 11: Supplementary Linear Regression 44
     Table 12: Supplementary Mediation analyses 46
     Table 13: Work Centrality Frequency Table 47		zh_TW
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0110933062en_US
dc.subject (關鍵詞) 偏袒氛圍zh_TW
dc.subject (關鍵詞) 組織正義zh_TW
dc.subject (關鍵詞) 工作中心性zh_TW
dc.subject (關鍵詞) 工作敬業zh_TW
dc.subject (關鍵詞) Favouritism climateen_US
dc.subject (關鍵詞) Organizational justiceen_US
dc.subject (關鍵詞) Work centralityen_US
dc.subject (關鍵詞) Work engagementen_US
dc.title (題名) 組織偏袒氛圍對員工工作敬業的影響:工作中心性的調節效果zh_TW
dc.title (題名) The influence of organizational favouritism climate on employee work engagement: The moderating effects of work centralityen_US
dc.type (資料類型) thesisen_US
dc.relation.reference (參考文獻) References
     Abdulwahab. (2016). The relationship between job satisfaction, job performance and employee engagement: An explorative study. Business Management and Economics, 4 , 1-8.
     Abubakar, A. M., Namin, B. H., Harazneh, I., Arasku, H., & Tunc, T. (2017). Does gender moderate the relationship between favoritism/nepotism, supervisor incivility, cynicism and workplace withdrawal: A neural network and SEM approach. Tourism Management Perspectives, 129-139.
     Aguinis, H., Villamor, I., & Ramani, R. s. (2021). MTurk research: Review and recommendations. Journal of Management, 47, 823-837.
     Al-Zu`bi, H. A. (2010). A study of relationship between organizational justice and job satisfaction. International Journal of Business Management, 5, 102-109.
     Anderson, J. C., & Gerbing, D. W. (1988). Structural equation modeling in practice: A review and recommended two-step approach. American Psychological Association Inc., 103, 411-423.
     Antin, J., & Shaw, A. (2012). Social desirability bias and self reports of motivation: A study of amazon mechanical turk in the US and India. SIGCHI Conference on Human Factors in Computing Systems, 2925–2934.
     Arasli, H., & Tumer, M. (2008). Nepotism, favoritism and cronyism: A study of their effects on job stress and job satisfaction in the banking industry of North Cyprus. Social Behavior and Personality, 36, 1237-1250.
     Arasli, H., Evrim, H., & Arici, N. C. (2019). Workplace favouritism, psychological contract violation and turnover intention. German Journal of Human Resource Management, 33, 197-222.
     Arici, H. E., Arasli, H., Çobanoğluc, C., & Namin, B. H. (2021). The effect of favoritism on job embeddedness in the hospitality industry: A mediation study of organiational justice. International Journal of Hospitality & Tourism Administration, 22, 383-411.
     Bakker, A. B. (2011). The evidence-based model of work engagement. Association for Psychological Science, 20, 265–269.
     Bal, P. M., & Kooij, D. (2011). The relations between work centrality, psychological contracts, and job attitudes: The influence of age. European Journal of Work and Organizational Psychology, 20, 497-523.
     Boudreau, J. W., & Ramstad, P. M. (2007). Beyond HR. United States of America: Harvard Business School Press.
     Breevaart, K., Bakker, A. B., Demerouti, E., & Heuvel, M. v. (2015). Leader-member exchange, work engagement, and job performance. Journal of Managerial Psychology, 30, 754-770.
     Browne, M. W., & Vudeck, R. (1993). Single sample cross-validation indices for covariation structure. Multivariate behavioral research, 24, 445-455.
     Bute, M. (2011). The effects of nepotism and favoritism on employee behaviors and human resources practices: A research on Turkish public banks. TODAĐE’s Review of Public Administration, 185-208.
     By, R. T. (2005). Organisational change management: A critical review. Journal of Change Management, 5, 369 –380.
     Carr, J. C., Boyar, S. L., & Gregory, B. (2008). The moderating effect of work-family centrality on work-family conflict, organizational attitudes, and turnover behavior. Journal of Management, 34, 244–262.
     Chaurasia, S., & Shukla, A. (2014). Psychological capital, LMX, employee engagement & work role performance. Indian Journal of Industrial Relations, 50, 342-356.
     Chernyak-Hai, L., & Rabenu, E. (2018). The new era workplace relationships: Is social exchange theory still relevant. Industrial and organizational Psychology, 11, 456–481, doi:10.1017/iop.2018.5.
     Collins, L. M., Graham, J. W., & Flaherty, B. P. (1998). An alternative framework for defining mediation. Multivariate Behavioral Research, 33, 295-3 12.
     Colquitt, J. A. (2001). On the dimensionality of organiational justice: A construct validation of a measure. Journal of Applied Psychology, 86, 386-400.
     Dansereau, F., Graen, G., & Haga, W. .. (1975). A vertical dyad linkage approach to leadership within formal organizations. Organizational Behavior and Human Performance, 13, 46-78.
     Eliyana, A., Pakpahan, M., Hamidah, B. A., & Bayuwati, T. R. (2020). The role of organiztional justice dimensions: Enhancing work engagement and employee performance. Systematic Reviews in Paharmacy, Vol 11, Issue 9, Sep-Oct 2020.
     Emeritus Institute of Management . (2022, August 26). Why employee engagement is important in today`s workplace: 16 benefits. Retrieved from Emeritus: https://emeritus.org/blog/why-employee-engagement-is-important-benefits/
     Garg, K., Dar, I. A., & Mishra, M. (2017). Job satisfaction and work engagement: A study using private sector bank managers. Advances in Developing Human Resources , 1-14.
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