探討主管領導風格與員工績效之關係: 以工作積極性為中介和自我效能為調節變項

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探討主管領導風格與員工績效之關係: 以工作積極性為中介和自我效能為調節變項

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摘要(中)

近年來，長期受到疫情的影響，全球陷入了經濟的低谷期，企業的經營模式面臨著巨大的挑戰與轉變，而在企業努力的適應環境變化和追求獲利的同時，留住關鍵人才也成為了相當重要的課題。因此企業對於培養優秀人才的需求也越來越大，而要怎麼判斷一位員工是否具有優秀的工作能力與發展的潛力，是企業所需要的關鍵人才呢?這時員工的績效表現結果就是一個具體的判斷依據，而影響員工績效表現的因素有非常多，其中就包含了外部環境的影響，例如:主管的領導方式、同事之間的相處、工作內容的設計等，另外也包含了員工自身的因素，例如:員工對於工作之積極性、員工對於自我效能的判斷、家庭因素等。故本研究主要探討主管領導風格、員工之工作積極性、自我效能及績效表現之間的關聯性。並將工作積極性視為中介變項，自我效能視為調節變項，了解主管領導風格如何影響員工之工作積極性和績效表現。
本次研究之研究對象包含了全台灣之工作者，總計回收了348份有效問卷樣本，透過階層迴歸的方式分析領導風格、員工之工作積極性、自我效能及績效表現之間的關聯，並進一步檢視工作積極性是否在主管領導風格與員工工作績效表現間存在中介效果，也檢視自我效能是否在主管領導風格與工作積極性間存在調節效果，研究結果顯示主管領導風格對於員工之工作積極性、自我效能和績效表現皆具有顯著正向的影響效果，而工作積極性對於自我效能和績效表現皆具有顯著正向的影響效果，且工作積極性在主管領導風格與員工工作績效表現間具有完全中介效果，主管領導風格會透過員工之工作積極性正向的影響員工之績效表現。
在管理實務上，本研究建議企業應該制定完整之績效管理制度，並給予主管相關之訓練課程，增加主管與部屬之間的情感連結和績效考核制度之公平性，另外也可以著重於工作內容的設計和提供員工良好的工作環境，藉此提高員工對於工作之積極性，來有效的提升員工之績效表現。

摘要(英)

In recent years, due to the long-term impact of the COVID-19, the world has fallen into a period of economic slump, and the business model of enterprises is facing huge challenges and changes. While enterprises strive to adapt to environmental changes and pursue profits, retaining key talents has also become a quite important subject. Therefore, the demand of enterprises for cultivating excellent talents is also increasing. How to judge whether an employee has excellent work ability and development potential, and is the key talent required by the enterprise or not? At this time, the performance appraisal result of the employee is a specific judgment based. There are many factors that affect the performance of employees, including the influence of the external environment, such as: the leadership style of the supervisor, the way of getting along with colleagues, the design of the work content, etc., and also includes the employee′s own factors, such as employees′ work proactive behavior, employees′ judgment of self-efficacy, family factors, etc. Therefore, this study mainly explores the correlation between supervisor′s leadership style, employee′s work proactive behavior, self-efficacy and performance. Taking work proactive behavior as a mediating variable and self-efficacy as a moderating variable, we can understand how the supervisor′s leadership style affects employees′ work proactive behavior and performance.
The research object of this study included workers from all over Taiwan, and a total of 348 valid questionnaire samples were collected. The relationship between leadership style, employees′ work proactive behavior, self-efficacy and performance was analyzed by hierarchical regression. Than examines whether work proactive behavior has a mediating effect between supervisor leadership style and employee job performance, and also examines whether self-efficacy has a moderating effect between supervisor leadership style and work proactive behavior. Supervisor leadership style has a significant positive effect on work proactive behavior, self-efficacy and performance, and work proactive behavior has a significant positive effect on self-efficacy and performance, and work proactive behavior has a complete mediating effect between supervisor leadership style and employee work performance. Through the employee′s work proactive behavior, it positively affects the employee′s performance.
In terms of management practice, this study suggests that enterprises should formulate a complete performance management system and provide relevant training courses for supervisors, to increase the emotional connection between supervisors and subordinates and also the fairness of the performance appraisal system. Design and provide a good working environment for employees, so as to improve employees′ work proactive behavior and effectively improve their performance.

關鍵字(中)

★ 領導風格
★ 工作積極性
★ 自我效能
★ 績效表現
★ 階層迴歸

關鍵字(英)

★ Leadership Style
★ Work Proactive Behavior
★ Self-efficacy
★ Work Performance
★ Hierarchical Regression

論文目次

目錄
目錄…………………………………………………………………………………………IV
表目錄………………………………………………………………………………………VI
圖目錄………………………………………………………………………………………VII
第一章緒論…………………………………………………………………………………1
第一節研究背景與動機………………………………………………………………1
第二節研究目的………………………………………………………………………2
第三節研究流程………………………………………………………………………3
第二章文獻探討……………………………………………………………………………5
第一節領導風格………………………………………………………………………5
第二節工作積極性……………………………………………………………………9
第三節工作績效……………………………………………………………………13
第四節自我效能……………………………………………………………………15
第五節主管領導風格、工作積極性與工作績效之關係…………………………17
第六節自我效能、主管領導風格與工作積極性之關係…………………………20
第三章研究方法……………………………………………………………………………22
第一節研究架構………………………………………………………………………22
第二節研究對象………………………………………………………………………23
第三節研究工具………………………………………………………………………23
第四節資料分析………………………………………………………………………24
第四章研究結果……………………………………………………………………………27
第一節樣本來源與樣本特性…………………………………………………………27
第二節信度與驗證性因素分析………………………………………………………29
第三節描述性統計與相關分析………………………………………………………31
第四節研究假設之檢驗………………………………………………………………34
第五節研究結果彙整…………………………………………………………………40
第五章結論與建議…………………………………………………………………………42
第一節研究結論與討論………………………………………………………………42
第二節研究貢獻………………………………………………………………………44
第三節管理意涵………………………………………………………………………45
第四節研究限制與建議………………………………………………………………47
參考文獻……………………………………………………………………………………49
附錄…………………………………………………………………………………………58

參考文獻

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指導教授

鄭晉昌(Jin-Chang Jheng)

審核日期

2022-6-9

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