探討人機協作情境中工作雕琢與工作滿意度的關係

以作者查詢圖書館館藏

、以作者查詢臺灣博碩士

、以作者查詢全國書目

、勘誤回報

、線上人數：42

、訪客IP：18.221.112.248

姓名

石詠之(Yung-Chih Shih) 查詢紙本館藏

畢業系所

人力資源管理研究所

論文名稱

探討人機協作情境中工作雕琢與工作滿意度的關係
(Exploring the relationship between job crafting and job satisfaction in a human–machine cooperation context)

相關論文

★ 空服員之工作特性、工作壓力源與個人壓力反應	★ 人力資源管理活動對員工離職意願之影響- 以工作滿意度為中介變項
★ 直線主管之管理訓練與其參與人力資源管理活動之關聯	★ 直線經理參與人力資源管理活動之影響因素探討
★ 員工風險承擔對個人持股意願之影響	★ 人力資本投資、知識分享與組織績效之關聯
★ 人力資源部門跨界活動對企業採行高績效人力資源管理實務之影響	★ 賦權感知、工作滿意、組織承諾與服務行為之相關性研究―以某連鎖便利商店為例
★ 業務代表人格特質與核心職能對績效影響的探討 —以某藥廠為例	★ 實施利益分享制度對心理賦權感及工作滿意之影響
★ 員工股票獎酬對員工心理所有權之影響---以內外控人格特質為干擾變項	★ 組織氣候感知、組織承諾與組織公民行為之關聯
★ 人力資源高績效工作實務、創新氣候與組織績效之關聯－以IC設計產業為例	★ 高績效工作實務對員工知識分享行為之影響 -
★ 人格特質與工作績效之關係研究─以航空服務業空服人員為例	★ 員工對功能彈性氣候的感知對工作滿意度的影響以工作自主與工作要求為中介變項

檔案

[Endnote RIS 格式]

[Bibtex 格式]

[相關文章]

[文章引用]

[完整記錄]

[館藏目錄]

[檢視]

[下載]

本電子論文使用權限為同意立即開放。
已達開放權限電子全文僅授權使用者為學術研究之目的，進行個人非營利性質之檢索、閱讀、列印。
請遵守中華民國著作權法之相關規定，切勿任意重製、散佈、改作、轉貼、播送，以免觸法。

摘要(中)

隨著科技的發展，人與機器協作的樣貌愈來愈多元，傳統由上而下的工作設計可能無法因應工作的改變，也較難以規劃出符合員工能力、偏好和需求的工作內容。學者Wrzesniewski和Dutton於2001年首次提出「工作雕琢（job crafting）」的概念，其被視為是一種員工自主發起、用以形塑工作的積極主動行為（proactive behavior）。自概念提出的二十多年來，許多研究探討工作雕琢多樣的前因與結果，然而，以製造業為背景、探討人機協作情境下的實證研究仍為數不多。因此，本研究以台灣最大的紙製品製造廠為例，探討人工作雕琢行為、自我效能感和工作滿意度的關聯，並針對該公司負責紙箱印製產線的車長，進行為期十天的問卷調查。透過一般卷和每日卷兩種版本的問卷設計，蒐集個體差異和每天略有變異工作雕琢行為、工作滿意度等兩個層級的資料，並以多層次模型（hierarchical linear modeling, HLM）進行分析。
本研究結果指出，物理型(physical)工作雕琢會部分中介自我效能感和工作滿意度之間的關係，而關係型/認知型(relational/cognitive)工作雕琢則沒有顯著的中介效果，因其對每日工作滿意度的影響並不顯著。此外，由科技接受模型（technology acceptance model, TAM）的觀點，本研究發現知覺有用性僅些微地調節自我效能感與關係型/認知型工作雕琢之間的正向關係。綜上所述，本研究或能提供與機台密切協作的車長如何並為何展現工作雕琢行為的解釋，並於製造業的工作情境之中，提出促進工作雕琢行為的管理建議。

摘要(英)

With the advent of technology, the way human cooperates with machines become more diverse. The traditional top-down job design may no longer enough to create a good match of a job with an employee’ abilities, preferences and needs. Wrzesniewski and Dutton (2001) first proposed “job crafting”, which was seen as a specific form of proactive behaviors that employees takes a self-initiated action to shape their job. For two decades, researchers have suggested various antecedents and outcomes of job crafting; however, few of them have empirically investigated in the manufacturing industry.
Therefore, the aim of this article attempts to explore how job crafting behaviors, self-efficacy and job satisfaction are related in one of the biggest paper production company in Taiwan, with a daily diary survey that comprised of two sets of questionnaires. The quantitative analysis of questionnaires was conducted through descriptive statistics and hierarchical linear modeling (HLM).
Results of this study showed that physical job crafting partly mediates the relationship between self-efficacy and job satisfaction, whereas relational/cognitive job crafting has no significant mediating effect in between since relational/cognitive job crafting was not significantly related to daily job satisfaction. In addition, in the view of technology acceptance model (TAM), it was found that perceived usefulness slightly moderated the relationship between self-efficacy and relational/cognitive job crafting.
To conclude, this study may be of importance in explaining how and why frontline supervisors demonstrate job crafting as well as providing some of managerial implication to encourage crafting behaviors in the manufacturing settings.

關鍵字(中)

★ 工作雕琢
★ 自我效能感
★ 工作滿意度
★ 科技接受模型
★ 人機協作

關鍵字(英)

★ job crafting
★ self-efficacy
★ job satisfaction
★ TAM
★ human–machine cooperation

論文目次

Abstract...............................................ii
摘要...................................................iv
Table of Contents.......................................v
List of Figures.......................................vii
List of Tables........................................vii
1. Introduction......................................1
1.1 Background.......................................1
1.2 Research objectives..............................4
2. Literature review................................5
2.1 Job crafting.....................................5
2.1.1 The facets of job crafting.......................6
2.1.2 Job crafting in terms of the JD-R model..........7
2.1.3 The general model of job crafting...............10
2.1.4 Self-efficacy and job crafting..................11
2.1.5 Job crafting and job satisfaction...............13
2.2 Human-machine cooperation.......................14
2.2.1 Technologies and employee empowerment...........14
2.2.2 Technology acceptance model.....................15
2.2.3 TAM and job crafting............................16
3. Method..........................................18
3.1 Research model and development of hypotheses....18
3.2 Participants and procedure......................20
3.3 Measures........................................21
3.3.1 Independent variables...........................21
3.3.2 Dependent variables.............................22
3.3.3 Moderators......................................23
3.3.4 Control variables...............................23
3.4 Data analysis...................................25
4. Results.........................................26
4.1 Descriptive statistics..........................26
4.2 Reliability and validity analysis...............27
4.3 Hierarchical linear modeling....................30
4.3.1 The effect of job crafting on job satisfaction..31
4.3.2 The effect of self-efficacy on job crafting.....31
4.3.3 The mediating effect of job crafting............31
4.3.4 The moderating effect of perceived usefulness...33
5. Discussions and conclusion......................36
5.1 Managerial implications.........................41
5.1.1 Cultivating self-efficacy in the workplace......41
5.1.2 The interpersonal dimensions of the work........42
5.2 Limitations and future research.................44
References.............................................46

參考文獻

Bakker, A. B., & Demerouti, E. (2007). The job demands-resources model: State of the art. Journal of Managerial Psychology, 22(3), 309-328.
Bandura, A. (1997). Self-efficacy: The exercise of control. New York: Freeman.
Bandura, A. (2000). Cultivate self-efficacy for personal and organizational effectiveness. Handbook of principles of organization behavior, 2, 0011-0021.
Baron, R. M., & Kenny, D. A. (1986). The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of personality and social psychology, 51(6), 1173.
Bayo‐Moriones, A., & de Cerio, J. M. D. (2004). Employee involvement: Its interaction with advanced manufacturing technologies, quality management, and inter‐firm collaboration. Human Factors and Ergonomics in Manufacturing & Service Industries, 14(2), 117-134.
Benner, P., Tanner, C. A., & Chesla, C. A. (1996). Expertise in nursing practice. New York: Springer.
Berg, J. M., Dutton, J. E., & Wrzesniewski, A. (2008). What is job crafting and why does it matter. Retrieved form the website of Positive Organizational Scholarship on April, 15, 2011.
Bolger, N., Davis, A., & Rafaeli, E. (2003). Diary methods: Capturing life as it is lived. Annual Review of Psychology, 54(1), 579-616.
Cammann, C., Fichman, M., Jenkins, D., & Klesh, J. (1979). The Michigan organizational assessment questionnaire. Unpublished manuscript, University of Michigan, Ann Arbor.
Chen, G., Gully, S. M., & Eden, D. (2001). Validation of a new general self-efficacy scale. Organizational research methods, 4(1), 62-83.
Chung, K. H., & Ross, M. F. (1977). Differences in motivational properties between job enlargement and job enrichment. Academy of management review, 2(1), 113-122.
Crawford, E. R., LePine, J. A., & Rich, B. L. (2010). Linking job demands and resources to employee engagement and burnout: a theoretical extension and meta-analytic test. Journal of applied psychology, 95(5), 834.
Davis, F. D. (1989). Perceived usefulness, perceived ease of use, and user acceptance of information technology. MIS quarterly, 319-340.
De Beer, L. T., Tims, M., & Bakker, A. B. (2016). Job crafting and its impact on work engagement and job satisfaction in mining and manufacturing. South African Journal of Economic and Management Sciences, 19(3), 400-412.
Demerouti, E., Bakker, A. B., & Halbesleben, J. R. (2015). Productive and counterproductive job crafting: A daily diary study. Journal of Occupational Health Psychology, 20(4), 457.
Demerouti, E., Bakker, A. B., Nachreiner, F., & Schaufeli, W. B. (2001). The job demands-resources model of burnout. Journal of applied psychology, 86(3), 499.
Digman, J. M. (1990). Personality structure: Emergence of the Five-Factor Model. Annual Review of Psychology, 41, 417-440.
Edwards, J. R. (1991). Person-job fit: A conceptual integration, literature review, and methodological critique: John Wiley & Sons.
Fine, G. A. (1996). Justifying work: Occupational rhetorics as resources in restaurant kitchens. Administrative science quarterly, 90-115.
Gallie, D. (1991). Patterns of skill change: upskilling, deskilling or the polarization of skills? Work, Employment and Society, 5(3), 319-351.
Gu-Ne, K., & Lee, Y.-M. (2016). Towards high performance organization: the impacts of job characteristics and job crafting. International Journal of u and e-Service, Science and Tech-nology, 9(2), 85-100.
Hackman, J. R., & Oldham, G. R. (1974). The Job Diagnostic Survey: An instrument for the diagnosis of jobs and the evaluation of job redesign projects.
Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational behavior and human performance, 16(2), 250-279.
Hackman, J. R., & Oldham, G. R. (1980). Work redesign.
Idaszak, J., & Drasgow, F. (1987). A Revision of the Job Diagnostic Survey: Elimination of a Measurement Artifact. Journal of applied psychology, 72, 69. doi: 10.1037/0021-9010.72.1.69
Jacques, R. (1993). Untheorized dimensions of caring work: Caring as a structural practice and caring as a way of seeing. Nursing Administration Quarterly, 17(2), 1-10.
Kanten, P. (2014). The antecedents of job crafting: Perceived organizational support, job characteristics and self-efficacy. European Journal of Business and Social Sciences, 3(5), 113-128.
Kreft, I. (1996). Are multilevel techniques necessary? An overview, including simulation studies. California State University: Los Angeles. Unpublished manuscript.
Kristof‐Brown, A. L. (2000). Perceived applicant fit: Distinguishing between recruiters’ perceptions of person-job and person-organization fit. Personnel psychology, 53(3), 643-671.
Laurence, G. A. (2010). Workaholism and expansion and contraction oriented job crafting: The moderating effects of individual and contextual factors: Syracuse University.
Lu, C.-q., Wang, H.-j., Lu, J.-j., Du, D.-y., & Bakker, A. B. (2014). Does work engagement increase person–job fit? The role of job crafting and job insecurity. Journal of vocational behavior, 84(2), 142-152.
Lunenburg, F. C. (2011). Self-efficacy in the workplace: Implications for motivation and performance. International journal of management, business, and administration, 14(1), 1-6.
McNeish, D. M., & Stapleton, L. M. (2016). The effect of small sample size on two-level model estimates: A review and illustration. Educational Psychology Review, 28(2), 295-314.
Miraglia, M., Cenciotti, R., Alessandri, G., & Borgogni, L. (2017). Translating self-efficacy in job performance over time: The role of job crafting. Human Performance, 30(5), 254-271.
Morrison, E. W., & Phelps, C. C. (1999). Taking charge at work: Extrarole efforts to initiate workplace change. Academy of Management Journal, 42(4), 403-419.
Petrou, P., Demerouti, E., Peeters, M. C., Schaufeli, W. B., & Hetland, J. (2012). Crafting a job on a daily basis: Contextual correlates and the link to work engagement. Journal of Organizational Behavior, 33(8), 1120-1141.
Podsakoff, N. P., LePine, J. A., & LePine, M. A. (2007). Differential challenge stressor-hindrance stressor relationships with job attitudes, turnover intentions, turnover, and withdrawal behavior: a meta-analysis. Journal of applied psychology, 92(2), 438.
Rudolph, C. W., Katz, I. M., Lavigne, K. N., & Zacher, H. (2017). Job crafting: A meta-analysis of relationships with individual differences, job characteristics, and work outcomes. Journal of vocational behavior, 102, 112-138.
Sims Jr, H. P., Szilagyi, A. D., & Keller, R. T. (1976). The measurement of job characteristics. Academy of Management Journal, 19(2), 195-212.
Snijders, T. A., & Bosker, R. J. (2011). Multilevel analysis: An introduction to basic and advanced multilevel modeling: Sage.
Speier, C., & Frese, M. (1997). Generalized self efficacy as a mediator and moderator between control and complexity at work and personal initiative: A longitudinal field study in East Germany. Human Performance, 10(2), 171-192.
Tims, M., B. Bakker, A., & Derks, D. (2014). Daily job crafting and the self-efficacy–performance relationship. Journal of Managerial Psychology, 29(5), 490-507.
Tims, M., & Bakker, A. B. (2010). Job crafting: Towards a new model of individual job redesign. SA Journal of Industrial Psychology, 36(2), 1-9.
Tims, M., Bakker, A. B., & Derks, D. (2012). Development and validation of the job crafting scale. Journal of vocational behavior, 80(1), 173-186.
Tims, M., Derks, D., & Bakker, A. B. (2016). Job crafting and its relationships with person–job fit and meaningfulness: A three-wave study. Journal of vocational behavior, 92, 44-53.
Vogt, K., Hakanen, J. J., Brauchli, R., Jenny, G. J., & Bauer, G. F. (2016). The consequences of job crafting: A three-wave study. European Journal of Work and Organizational Psychology, 25(3), 353-362.
Webster, J. R., Beehr, T. A., & Christiansen, N. D. (2010). Toward a better understanding of the effects of hindrance and challenge stressors on work behavior. Journal of vocational behavior, 76(1), 68-77.
Wrzesniewski, A., & Dutton, J. E. (2001). Crafting a job: Revisioning employees as active crafters of their work. Academy of management review, 26(2), 179-201.

指導教授

劉念琪(Nien-Chi, Liu)

審核日期

2020-7-14

推文