企業社會責任觀點探討真誠領導對員工價值共創之影響：以員工幸福感為調節效果;A Perspective of Corporate Social Responsibility Exploring the Influence of Authentic Leadership on Employee Value Co-creation

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题名:	企業社會責任觀點探討真誠領導對員工價值共創之影響：以員工幸福感為調節效果;A Perspective of Corporate Social Responsibility Exploring the Influence of Authentic Leadership on Employee Value Co-creation
作者:	詹心怡;Chan, Hsin-Yi
贡献者:	企業管理學系
关键词:	真誠領導;企業社會責任;員工價值共創;員工幸福感;Authentic leadership;Corporate social responsibility;Employee value co-creation;Employee well-being
日期:	2021-01-27
上传时间:	2021-03-18 17:02:45 (UTC+8)
出版者:	國立中央大學
摘要:	本研究以企業社會責任為主要探討議題，提出以「企業組織真誠領導(Authentic leadership)、企業社會責任(Corporate social responsibility)與員工價值共創(Employee value co-creation)及員工幸福感(Employee Wellbeing)」作為研究模型探討之變數，主要以企業社會責任為中介、員工幸福感為調節主軸之探討。本研究以階層線性模型(HLM)進行跨層次分析，共分為組織、員工二個層次，分析組織層次及員工層次之間的關係。研究對象為我國實踐企業社會責任之企業，抽樣之有效樣本為41家企業組織，組織、員工層次回收之有效問卷共計402份，有效問卷之回收率為95.4 %。研究架構分為二部分進行討論，第一部分，「企業組織領導人之真誠領導對於企業社會責任之影響」、「組織層次企業社會責任對於員工層次價值共創之影響」與「以組織層次企業社會責任對於真誠領導與員工層次之價值共創之影響」。第二部分，「員工層次員工幸福感對於組織層次企業社會責任與員工層次員工價值共創之影響」。研究結果顯示，企業組織領導人之真誠領導正向影響企業社會責任、企業社會責任正向影響員工價值共創，且組織層次企業社會責任中介組織層次真誠領導與員工層次價值共創。另外，員工層次之幸福感調節組織層次企業社會責任與員工層次價值共創之關係。本研究主要之研究貢獻為透過實證發現企業組織實踐企業社會責任、員工幸福感為重要之中介及調節變數，企業社會責任串起組織、員工關係的重要因子，並發現其對於價值共創之間的重要性。本研究的核心概?為企業社會責任的實踐不應該只是淪為口號或是策略，應是企業、員工身心一致的行為。本研究精確掌握組織、員工不同層次的關係，並採用階層線性模型並加入中介、調節因子進行跨層次分析，此方法論對於企業社會責任之研究探討具有創新性與貢獻性。 ;This study focuses on corporate social responsibility (CSR), and proposes a research model comprised of the variables of authentic leadership, employee value co-creation, and employee well-being, with CSR and employee well-being as the mediator and moderator, respectively. Hierarchical linear modeling was employed to conduct cross level analysis between the two levels established in this study, namely, the organization and employee levels, in order to examine the relationship between them. The research participants were employees in 41 companies in Taiwan who had practiced CSR, and a total of 402 valid responses were returned for the organization and employee levels, for a valid response rate of 95.4%. The discussion is divided into two parts. The first part discusses the effect of business leader’s authentic leadership on CSR, the effect of CSR (organization level) on employee value co-creation (employee level), and the effect of CSR (organization level) on the relationship between authentic leadership and employee value co-creation (employee level). The second part investigates the effect of employee well-being (employee level) on the relationship between CSR (organization level) and employee value co-creation (employee level). According to the results, business leaders’ authentic leadership positively affects CSR; CSR positively affects employee value co-creation; and CSR (organization level) mediates the relationship between authentic leadership (organization level) and employee value co-creation (employee level). Additionally, employee well-being (employee level) moderates the relationship between CSR (organization level) and employee value co-creation (employee level). The main research contributions of this study are obtained through empirical analysis to identify the mediating and moderating effects of CSR and employee well-being, respectively, as well as the consolidation of the critical role of CSR in connecting organizations and employees and employee value co-creation. This study holds that CSR is more than just the rhetoric or strategies of a company; instead, CSR refers to the behaviors practiced consistently throughout the company. This study provides clear insights into the relationship between the organization and employee levels, and conducts cross level analysis using hierarchical linear modeling incorporated with a mediator and moderator. This novel methodology has contributions to CSR research.
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