新進人員與直屬主管及資深同事價值觀契合度對新進人員組織承諾之影響－並檢驗「與主管交換關係」及「與同事交換關係」之干擾效果

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題名	新進人員與直屬主管及資深同事價值觀契合度對新進人員組織承諾之影響－並檢驗「與主管交換關係」及「與同事交換關係」之干擾效果
作者	林佳怡
貢獻者	林淑姬林佳怡
關鍵詞	新進人員直屬主管資深同事價值觀契合度組織承諾主管部屬交換關係(LMX) 團隊成員交換關係(TMX)
日期	2004
上傳時間	18-Sep-2009 13:39:54 (UTC+8)
摘要	求職者與企業雙方都冀望尋求彼此契合的對象，新進人員藉以認同組織、發揮所長；企業藉以提升新人對組織的承諾感，進而獲得其良好績效。論及契合多以價值觀為核心，又由於直屬主管與部門同事是影響新人的關鍵角色，因此將其視為契合比較之重要對象，分別探討新進人員與直屬主管及與資深同事的價值觀契合度對新人組織承諾的影響。然而，新人與主管及同事的互動關係也影響了新人對組織的態度，故在價值觀契合度影響組織承諾的關係中，新進人員與主管的交換關係(LMX)以及新進人員與資深同事的交換關係(TMX)應存在著干擾作用。因此，本研究分別以新進人員□直屬主管及新進人員□部門資深同事價值觀（四構面）契合度為自變數，新人組織承諾（三構面）為依變數，LMX和TMX為干擾變數，針對國內一製造業之新進人員、直屬主管、部門資深同事以問卷方式蒐集資料，總計發放635份卷，回收257份；經客觀配對成功之最後分析樣本：新進人員38人，直屬主管20人及部門資深同事93人。資料分析方法採敘述性統計分析、相關分析描述變項的特徵及變項間的關係，並以階層迴歸分析檢驗變項間的影響和干擾效果。研究假設檢驗結果如下： 1.新進人員□直屬主管之自我增進價值觀契合度對「努力承諾」和「價值承諾」有顯著的正向影響 2.新進人員□部門資深同事之自我增進價值觀契合度對「努力承諾」和「價值承諾」有顯著的正向影響 3. TMX在「新人□同事價值觀契合度對新人努力承諾關係」及「新人□同事價值觀契合度對新人價值承諾關係」中有顯著的干擾效果研究結果顯示，直屬主管與資深同事皆是影響新人對公司態度的重要接觸群體。在涵蓋一般價值觀的四構面價值觀中，新人與直屬主管、資深同事「自我增進」價值觀契合度是影響新人組織承諾的重要因素，談及契合與否應重視與工作成效相關的「自我增進價值觀」。又基於高TMX在價值觀契合對組織承諾關係的干擾效果，在契合度低的情況下，員工與同事有好的交換關係品質時能夠使低組織承諾的情況不致產生。因而本研究欲提升員工組織承諾，可將發展重點放在建立與同事的關係上，以代替招募價值觀契合者，或企圖改變員工價值觀使與組織契合所做的努力。
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描述	碩士國立政治大學企業管理研究所 92355018 93
資料來源	http://thesis.lib.nccu.edu.tw/record/#G0923550181
資料類型	thesis

dc.contributor.advisor	林淑姬	zh_TW
dc.contributor.author (Authors)	林佳怡	zh_TW
dc.creator (作者)	林佳怡	zh_TW
dc.date (日期)	2004	en_US
dc.date.accessioned	18-Sep-2009 13:39:54 (UTC+8)	-
dc.date.available	18-Sep-2009 13:39:54 (UTC+8)	-
dc.date.issued (上傳時間)	18-Sep-2009 13:39:54 (UTC+8)	-
dc.identifier (Other Identifiers)	G0923550181	en_US
dc.identifier.uri (URI)	https://nccur.lib.nccu.edu.tw/handle/140.119/35051	-
dc.description (描述)	碩士	zh_TW
dc.description (描述)	國立政治大學	zh_TW
dc.description (描述)	企業管理研究所	zh_TW
dc.description (描述)	92355018	zh_TW
dc.description (描述)	93	zh_TW
dc.description.abstract (摘要)	求職者與企業雙方都冀望尋求彼此契合的對象，新進人員藉以認同組織、發揮所長；企業藉以提升新人對組織的承諾感，進而獲得其良好績效。論及契合多以價值觀為核心，又由於直屬主管與部門同事是影響新人的關鍵角色，因此將其視為契合比較之重要對象，分別探討新進人員與直屬主管及與資深同事的價值觀契合度對新人組織承諾的影響。然而，新人與主管及同事的互動關係也影響了新人對組織的態度，故在價值觀契合度影響組織承諾的關係中，新進人員與主管的交換關係(LMX)以及新進人員與資深同事的交換關係(TMX)應存在著干擾作用。因此，本研究分別以新進人員□直屬主管及新進人員□部門資深同事價值觀（四構面）契合度為自變數，新人組織承諾（三構面）為依變數，LMX和TMX為干擾變數，針對國內一製造業之新進人員、直屬主管、部門資深同事以問卷方式蒐集資料，總計發放635份卷，回收257份；經客觀配對成功之最後分析樣本：新進人員38人，直屬主管20人及部門資深同事93人。資料分析方法採敘述性統計分析、相關分析描述變項的特徵及變項間的關係，並以階層迴歸分析檢驗變項間的影響和干擾效果。研究假設檢驗結果如下： 1.新進人員□直屬主管之自我增進價值觀契合度對「努力承諾」和「價值承諾」有顯著的正向影響 2.新進人員□部門資深同事之自我增進價值觀契合度對「努力承諾」和「價值承諾」有顯著的正向影響 3. TMX在「新人□同事價值觀契合度對新人努力承諾關係」及「新人□同事價值觀契合度對新人價值承諾關係」中有顯著的干擾效果研究結果顯示，直屬主管與資深同事皆是影響新人對公司態度的重要接觸群體。在涵蓋一般價值觀的四構面價值觀中，新人與直屬主管、資深同事「自我增進」價值觀契合度是影響新人組織承諾的重要因素，談及契合與否應重視與工作成效相關的「自我增進價值觀」。又基於高TMX在價值觀契合對組織承諾關係的干擾效果，在契合度低的情況下，員工與同事有好的交換關係品質時能夠使低組織承諾的情況不致產生。因而本研究欲提升員工組織承諾，可將發展重點放在建立與同事的關係上，以代替招募價值觀契合者，或企圖改變員工價值觀使與組織契合所做的努力。	zh_TW
dc.description.tableofcontents	第一章緒論…………………………………………………………………4 第一節研究動機……………………………………………………………4 第二節研究目的……………………………………………………………7 第二章文獻探討……………………………………………………………8 第一節人與組織、群體之契………………………………………………8 第二節價值觀契合…………………………………………………………12 第三節組織承諾……………………………………………………………21 第四節新進人員與主管、同事之交換關係………………………………27 第五節個人與組織、主管、群體價值觀契合度對組織承諾之關係……33 第六節「主管□部屬交換關係(LMX)」及「團隊成員交換關係(TMX)」對組織承諾之影響……………………………………………………………34 第七節個人主管/群體價值觀契合度、LMX/TMX與組織承諾之關係……35 第三章研究方法……………………………………………………………37 第一節研究架構……………………………………………………………37 第二節研究假設……………………………………………………………37 第三節研究工具……………………………………………………………39 第四節資料蒐集方法與樣本描述…………………………………………44 第五節資料分析方法………………………………………………………45 第四章結果分析與討論……………………………………………………47 第一節效度與信度分析……………………………………………………47 第二節各研究變項之描述性統計分析……………………………………49 第三節各研究變項之相關分析……………………………………………53 第四節各研究變項之迴歸分析與干擾效果探討…………………………56 第五章結論與建議…………………………………………………………72 第一節價值觀契合度之主效果……………………………………………72 第二節交換關係之干擾效果………………………………………………74 第三節理論與實務意涵……………………………………………………75 第四節後續研究建議………………………………………………………77 參考文獻………………………………………………………………………80 一、中文部分…………………………………………………………………80 二、英文部分…………………………………………………………………81 附錄：研究問卷………………………………………………………………93 附件一：新進人員版個人價值觀、LMX、TMX與組織承諾問卷……………93 附件二：主管版個人價值觀問卷……………………………………………98 附件三：資深同事版個人價值觀問卷……………………………………101 圖目錄圖2.2.1 價值觀契合模式…………………………………………………16 圖2.3.1 Steers(1977)組織承諾之前因後果模式………………………23 圖2.3.2 Mowday et al.(1982) 組織承諾之前因後果模式……………24 圖2.3.3 預期階段承諾之決定因素………………………………………25 圖2.3.4 初期階段承諾之決定因素………………………………………25 圖2.3.5 鞏固階段承諾之決定因素………………………………………25 圖2.4.1 LMX 發展程序模型………………………………………………31 圖3.3.1 研究架構圖………………………………………………………39 圖3.3.2 價值觀動機型態、較高順序價值觀型態與兩級價值觀構面關係之理論模型Schwartz (1992, 1994)………………………………………42 圖4.4.1 新人□直屬主管價值觀契合度、努力承諾、LMX關係驗證結果 ………………………………………………………………………………60 圖4.4.2 新人□直屬主管價值觀契合度、價值承諾、LMX關係驗證結果……………………………………………………………………………62 圖4.4.3 新人□直屬主管價值觀契合度、留職承諾、LMX關係驗證結果……………………………………………………………………………64 圖4.4.4 新人□資深同事價值觀契合度、努力承諾、TMX關係驗證結果……………………………………………………………………………67 圖4.4.5 新人□資深同事價值觀契合度、價值承諾、TMX關係驗證結果……………………………………………………………………………69 圖4.4.6 新人□資深同事價值觀契合度、留職承諾、TMX關係驗證結果……………………………………………………………………………71 圖4.4.7 TMX對「自我增進價值觀契合度」與「努力承諾」交互作用圖……………………………………………………………………………72 圖4.4.8 TMX對「自我增進價值觀契合度」與「價值承諾」交互作用圖……………………………………………………………………………72 表目錄表2.2.1 價值觀構面、型態與內涵………………………………………15 表2.2.2 價值觀契合度與組織承諾的關係………………………………18 表2.4.1 主管□部屬交換關係高低品質之區分…………………………30 表3.3.1 價值觀構面與元素………………………………………………43 表3.3.2 組織承諾構面及題項……………………………………………45 表3.4.1 問卷發放程序及回收狀況………………………………………46 表4.1.1 研究變項之信度總表……………………………………………51 表4.2.1 樣本人口統計特徵………………………………………………52 表4.2.2 研究變項之敘述性統計分析……………………………………54 表4.3.1 各研究變項之相關分析…………………………………………56 表4.4.1 新人□直屬主管：努力承諾階層迴歸…………………………59 表4.4.2 新人□直屬主管：價值承諾階層迴歸…………………………61 表4.4.3 新人□直屬主管：留職承諾階層迴歸…………………………63 表4.4.4 新人□資深同事：努力承諾階層迴歸…………………………66 表4.4.5 新人□資深同事：價值承諾階層迴歸…………………………68 表4.4.6 新人□資深同事：留職承諾階層迴歸…………………………70	zh_TW
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dc.language.iso	en_US	-
dc.source.uri (資料來源)	http://thesis.lib.nccu.edu.tw/record/#G0923550181	en_US
dc.subject (關鍵詞)	新進人員	zh_TW
dc.subject (關鍵詞)	直屬主管	zh_TW
dc.subject (關鍵詞)	資深同事	zh_TW
dc.subject (關鍵詞)	價值觀契合度	zh_TW
dc.subject (關鍵詞)	組織承諾	zh_TW
dc.subject (關鍵詞)	主管部屬交換關係(LMX)	zh_TW
dc.subject (關鍵詞)	團隊成員交換關係(TMX)	zh_TW
dc.title (題名)	新進人員與直屬主管及資深同事價值觀契合度對新進人員組織承諾之影響－並檢驗「與主管交換關係」及「與同事交換關係」之干擾效果	zh_TW
dc.type (資料類型)	thesis	en
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