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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/54650


    Title: 主管與部屬關係交換品質與尋求回饋行為關連性之研究-權力距離之調節效果;The study of the relationship between leader-member exchange and feedback-seeking behavior: The moderating effects of power distance.
    Authors: 姚思羽;Yao,Ssu-Yu
    Contributors: 人力資源管理研究所
    Keywords: 尋求回饋行為;主管與部屬關係交換品質;權力距離;Feedback-Seeking Behavior;Power Distance.;Leader-Member Exchange
    Date: 2012-07-16
    Issue Date: 2012-09-11 18:58:47 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 回饋被組織和個人視為一項有價值的資源,可以幫助領導者激勵、指引和指導組織成員。個人為了降低不確定性和瞭解目標與行為對組織的價值等動機而主動性地尋求回饋行為被稱之為尋求回饋行為,過去文獻說明影響尋求回饋行為產生有許多因素,與主管的關係品質為其中一項影響因素,因此本研究主要探討(1)主管部屬交換關係對尋求回饋行為的影響,以及(2)華人地區的文化價值觀─權力距離在主管部屬交換關係和尋求回饋行為之間是否具有調節效果。本研究採用問卷調查,抽樣對象為來自台北、桃園、新竹和台中等地25間企業的員工,有效問卷為257份。主要以階層迴歸探討主管部屬交換關係三構面:情感、貢獻和專業尊重對尋求回饋行為的解釋力,同時探討權力距離是否存在調節效果。主效果的分析結果說明,雙方的貢獻關係程度愈高,部屬的觀察式尋求回饋行為和詢問式尋求回饋行為兩者產生的頻率愈高。調節效果的迴歸分析結果顯示,對低權力距離的部屬而言,雙方的情感關係程度會更強化其觀察式尋求回饋行為和詢問式尋求回饋行為產生的頻率;對高權力距離的部屬而言,雙方的貢獻關係程度會更強化觀察式尋求回饋行為產生的頻率,而雙方的專業尊重關係則會更強化詢問式尋求回饋行為產生的頻率。Feedback is a valuable resource to organization and individuals, it can assist leader to inspire and direct members. Individuals proactive to seek a feedback for decreasing uncertainty and understand the value of organization goal and expected behavior, it is called feedback-seeking behavior. Previous research shows that there are many factors can influence feedback-seeking behavior, the relationship with leader is one of them, therefore, this research examine the main effect between leader-member exchange (affect, contribution and professional respect ) and feedback-seeking behavior (monitoring method and inquiry method). Furthermore, it examine the moderating effect of power distance. Drawing on a cross-organizational sample of 257 employee from northern and central Taiwan, the findings of our research are listed as follows. (1) Results of the main effect of regression analysis show that contribution based relationship have positive relationship with feedback-seeking behavior, both monitoring method and inquiry method. (2) Results also indicate power distance moderates the relationship between leader-member exchange and feedback-seeking behavior. When subordinators with low power distance enforce the positive relationship between affect based relationship and feedback-seeking behavior, both monitoring method and inquiry method. Besides, subordinators with high power distance enforce the positive relationship between contribution based relationship and monitoring method feedback-seeking behavior. Also, subordinators with high power distance enforce the positive relationship between professional respect based relationship and inquiry method feedback-seeking behavior.
    Appears in Collections:[人力資源管理研究所] 博碩士論文

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