探索品牌特定領導與員工品牌權益之間的奧秘:以個人與環境適配度及員工知覺品牌價值一致性為中介角色;Exploring the mystery between brand-specific leadership and EBBE: The mediating role of person-environment and employees’ brand value congruence

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题名:	探索品牌特定領導與員工品牌權益之間的奧秘:以個人與環境適配度及員工知覺品牌價值一致性為中介角色;Exploring the mystery between brand-specific leadership and EBBE: The mediating role of person-environment and employees’ brand value congruence
作者:	李怡蓁;Lee, I-Chen
贡献者:	企業管理學系
关键词:	員工品牌權益;個人與工作適配度;員工知覺品牌價值一致性;個人與團隊適配度;品牌特定轉換型領導;品牌特定交易型領導;Employee-based brand equity;person-job fit;person-group fit;brand-specific TFL;brand-specific TRL;employees’ perceptions of brand value congruence
日期:	2017-01-13
上传时间:	2017-05-05 17:15:16 (UTC+8)
出版者:	國立中央大學
摘要:	本研究欲了解-「品牌特定轉換型領導與交易型領導如何藉由影響員工知覺品牌價值一致性而提高員工品牌權益?」。為此，本研究以跨層次階層線性模型之方式進行，並將中介變數聚焦於與員工在工作環境中最為息息相關之中介變數，即個人與環境適配度(本研究選定之中介變數為-個人與工作適配度及個人與團隊適配度)的情況下來做探討。本研究之研究對象為國內某間最具代表性之大型銀行(簡稱C公司)於全台不同地區之數個工作團隊之主管與員工；在徵求該公司之362名員工同意下，以工作團隊為單位發放紙本問卷，並進行不記名調查。而在回收的355份問卷當中，其中之38份為主管問卷，其餘之317份則為員工問卷，有效問卷回收率為98.07%。本研究所探討之內容分為三個部分。首先，探討個人與工作適配度在品牌特定轉換型領導及品牌特定交易型領導與員工知覺品牌價值一致性間是否具有中介效果。其次，探討個人與團隊適配度在品牌特定轉換型領導及品牌特定交易型領導與員工知覺品牌價值一致性間是否具有中介效果。最後，探討員工知覺品牌價值一致性是否能正向影響員工品牌權益。研究結果顯示：第一，員工之個人與工作適配度在品牌特定轉換型領導及品牌特定交易型領導與員工知覺品牌價值一致性間都具有中介效果。但是，品牌特定轉換型領導與員工之個人與工作適配度呈現正向關係；而品牌特定交易型領導則與之呈現負向關係。第二，員工之個人與團隊適配度在品牌特定轉換型領導及品牌特定交易型領導與員工知覺品牌價值一致性間都具有中介效果。但是，品牌特定轉換型領導與員工之個人與團隊適配度呈現正向關係；而品牌特定交易型領導則與之呈現負向關係。最後，員工知覺品牌價值一致性會正向影響員工品牌權益。本研究貢獻共有四部分。第一，探討品牌特定領導與員工品牌權益之間的關係，期望能為未來員工品牌權益之研究提供更完整的架構；第二，以員工察覺品牌價值觀一致性之角度切入來探討員工品牌權益，提出了一直接影響員工品牌權益之變數及重要性；第三，了解員工知覺品牌價值一致性之影響變數，期待能補足員工知覺品牌一致性目前研究上之缺口。最後，個人與環境適配度之中介效果能提供未來領導者在實務上之一應用方法。 ;This study proposed the question of how brand-specific transformational leadership and transactional leadership enhance employee-based brand equity by influencing the employees’ perceptions of brand value congruence. For answering this question, this study employed hierarchical linear modeling and chose the moderating variables which were mostly related to the working environment to discuss. They were person-job fit and person-group fit. The sample selected were the managers and employees served in the largest domestic bank, abbreviated for C company, in Taiwan. Under the agreements from 362 employees, we distributed the questionnaires in terms of teams and with the anonymous survey. There were 355 samples recycled. Among them, 38 of them were for the managers and the remaining 317, for the employees, forming the valid response rate of 98.07%. The contents of this research could be divided into three parts. First, I investigated if the person-job fit induced the mediating effects in the relationship between brand-specific TFL, brand-specific TRL, and employees’ perceptions of brand value congruence. Next, I investigated if the person-group fit induced the mediating effects in the relationship between brand-specific TFL, brand-specific TRL, and employees’ perceptions of brand value congruence. Last, I discussed whether employees’ perceptions of brand value congruence positively influenced employee-based brand equity. The results were listed as followed. First, it was found that the person-job fit produced the moderating effects between brand-specific TFL, brand-specific TRL, and employees’ perceptions of brand value congruence. However, brand-specific TFL and employees’ person-job fit were presented the positive relationship and brand-specific TRL, the negative relationship. In addition, person-group fit produced the moderating effects between brand-specific TFL, brand-specific TRL, and employees’ perceptions of brand value congruence. Yet, brand-specific TFL and employees’ person-group fit were presented the positive relationship and brand-specific TRL, the negative relationship. Finally, employees’ perceptions of brand value congruence and employee-based brand equity were presented as the positive relationship. This study contributes to the research in four aspects. First, we expected the investigation of the relationship between brand-specific leaderships and employee-based brand equity, which wasn’t noticeable in the past, would provide more comprehensive research in employee-based brand equity research. Second, we proposed a new variable to influence employee-based brand equity, employees’ perceptions of brand value congruence, and emphasized its importance simultaneously. Third, we tried to understand more variables influencing employees’ perceptions of brand value congruence to compensate the gap in the current study of employee’s perceptions of brand value congruence. Last, the mediating variables, person-environment fit, would contribute to the future practices for the leaders or managers in the real working circumstances.
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