| 摘要: | 在心理賦權領域上，過去多聚焦於個人層面之心理賦權進行探討，僅以單一層次之觀點進行探討。而本研究將以跨層次分析，在個人層次方面探討個人心理賦權如何對成員之正向心理資本產生影響；在組織層次方面探討團隊心理賦權如何對組織創新氣氛產生影響；並進一步以正向心理資本與組織創新氣氛作為中介變項，瞭解心理賦權與員工服務創新之關係；而在跨層次探討方面，則探討團隊心理賦權如何對成員之正向心理資本產生影響，並進一步以正向心理資本作為中介變項，了解團隊心理賦權與員工服務創新之關係。
本研究以中小型服務業相關產業之員工作為研究對象，共發放425份問卷，有效樣本數為303份，並以SPSS 20、Amos18與HLM 6.02進行資料分析，分析方式包含有敘述性統計、信度與效度分析，以及階層線性模型分析。
研究結果如下：
1. 心理賦權(個人層次、組織層次) 與正向心理資本存在顯著正向影響。
2. 心理賦權(個人層次、組織層次) 會透過正向心理資本，對員工服務創新產生中介效果。
3. 正向心理資本與員工服務創新存在顯著正向影響。
4. 團隊心理授權與組織創新氣氛存在顯著正向影響。
5. 組織創新氣氛與員工服務創新存在顯著正向影響。
6. 團隊心理賦權會透過組織創新氣氛，對員工服務創新產生中介效果。
Most of previous studies of Psychological Empowerment only focused on the individual level or only with single-level research model. In this research, a cross-level analysis was conducted. In individual level, we tried to find out the potential positive relationship between Individual Psychological Empowerment and Positive Psychological Capital, and furthermore we tried to investigate the mediation role of Psycap between Individual Psychological Empowerment and Employee Service Innovation. In organizational level, we tried to find out the potential positive relationship between Team Psychological Empowerment and Organizational Innovation Climate, and furthermore we tried to investigate the mediation role of Organizational Innovation Climate between Team Psychological Empowerment and Employee Service Innovation. In cross level, we tried to find out the potential positive relationship between Team Psychological Empowerment and Positive Psychological Capital, and furthermore we tried to prove the mediation role of between Team Psychological Empowerment and Employee Service Innovation.
In this study, employees in traditional service-involved industry were the research subjects. 425 questionnaires were released and 303 returns were usable. SPSS 20, Amos18, and HLM6.02 were used to analyze the data, and descriptive statistics, Reliability and Validity statistics, and Hierarchical Linear Modeling(HLM) were conducted to test the research hypothesese The results showed that:
1. Both Individual and Team Psychological Empowerment have positive effect on Positive Psychological Capital.
2. Positive Psychological Capital can work as a mediator on both Individual and Team Psychological Empowerment between Employee Service Innovation.
3. Positive Psychological Capital has positive effect on Employee Service Innovation.
4. Team Psychological Empowerment has positive effect on Organizational Innovation Climate.
5. Organizational Innovation Climate has positive effect on Employee Service Innovation.
6. Organizational Innovation Climate can work as a mediator on Team Psychological Empowerment and Employee Service Innovation.
As the conclusions, this study proved the positive relationships between different levels of Psychological Empowerment and Employee Service Innovation, and also the mediation roles that Organizational Innovation Climate and Positive Psychological Capital could play between them. However, because of the limit of time and resources, the design of the research was quite limited, and there were still some more spaces which could be discussed further. Therefore, we suggested the following studies could work on identify the relationships between different variables, so as to enrich the research field of Employee Service Innovation. |
