| 摘要: | 本研究提出「員工品牌行為引發員工品牌權益前，心理賦權與團隊賦權對員工品牌行為的作用，會如何受到調節因素的影響？」的疑問。為回答此問題，本研究以跨層次線性模型，分析個人及團隊層次賦權與員工品牌行為之間，工作適配度、主管適配度、團隊適配度的調節效應。本研究選擇國內大型金融保險公司員工作為研究對象，共發放問卷總數450份，回收之438份問卷中，有效之問卷共338份，有效問卷回收率為75.11%。
本研究所探討之內容分為三部分。首先，將賦權分成個人與團隊兩個層次，探討其分別對員工品牌行為的影響；接著是心理賦權、團隊賦權與員工品牌行為的關係之間，如何受到個人與工作適配度、個人與主管適配度、個人與團隊適配度的干擾；最後提出員工品牌行為影響員工品牌權益。研究結果顯示：心理賦權與團隊賦權對員工品牌行為皆具正向影響關係；個人與工作適配度會調節心理賦權對員工品牌行為的效果，而個人與主管適配度、個人與團隊適配度則能調節團隊賦權對員工品牌行為的影響；員工品牌行為亦能正向影響員工品牌權益。
本研究貢獻如下。第一，以個人與團隊兩個層次的賦權，分別探討員工品牌行為能如何建立，並以階層式線性模型作為分析工具；第二，探討三種個人與工作環境要素的適配度，是否及如何調節個人及團隊層次賦權對員工品牌行為的影響，完整了員工品牌行為成因的更多可能性；第三，提出員工品牌行為對員工品牌權益的影響與重要性，供組織進行內部品牌管理作為參考。;This study addressed the question of how the effect of psychological empowerment and team empowerment on employee brand behavior is moderated by adjusting variables, before employee brand behavior impacts employee-based brand equity. In order to answer this question, this study employed hierarchical linear modeling to analyze the moderating effects of person-job fit, person-supervisor fit, and person-group fit on the relationship between two levels of empowerment and employee brand behavior. This study selected the employees served in the largest domestic financial insurance company in Taiwan to be the subjects of research. 450 questionnaires were distributed in total, and among the 438 samples retrieved, 338 samples were valid, forming the valid response rate of 75.11%.
The content of this research can be divided into three parts. First, I explored how psychological empowerment in individual level and team empowerment in team level affects employee brand behavior respectively. Next, I discussed the interference of person-job fit, person-supervisor fit, and person-group fit when psychological empowerment and team empowerment work upon employee brand behavior. Last, I proposed that employee brand behavior would influence employee-based brand equity. It was found that psychological empowerment and team empowerment have positive effects on employee brand behavior, and employee brand behavior positively affects employee-based brand equity. In addition, person-job fit adjusts the effects of psychological empowerment on employee brand behavior; while person-supervisor fit and person-group fit moderates the effects of team empowerment on employee brand behavior.
The contributions of this research were as follows. First, I explored the way of establishing employee brand behavior in the aspect of empowerment, which includes individual and team level. Second, I introduced three different kinds of fit between person and working environment, to see if they are able to reconcile the relations mentioned above and how they reconcile them, which contributed to broader antecedents of employee brand behavior. Third, I identified the importance and effect of employee brand behavior on employee-based brand equity, in hope of providing a suggestion for organizations to engage in internal brand management. |
