| 摘要: | 隨著經濟成長與生活水準的提升，現今消費者重視商品與服務的品質更甚於商品的價格，使零售業者重視服務品質的概念，更將自己定位為服務的提供者，期許組織成員能持續展現高水準的服務品質來滿足顧客需求。賣場服務人員是傳遞服務品質的重要角色，而企業往往透過賦權的方式，使員工更有能力協助顧客解決問題，增加工作態度與效率，進而改善服務行為與組織績效，然而賦權並非萬靈丹，企業賦權不能只侷限在一味地上對下給予，而更應重視組織內成員對於賦權的心理感知，唯有員工內心真正感受到並影響外在行為強化，才算達到賦權的目的，所以企業是否清楚了解組織成員的賦權心理感知以及運用賦權對服務品質的提升效果是個值得探討的議題。 本研究以某零售服務業者為研究對象，基於公司推行變革的背景下，收集兩期資料，以探討心理賦權感知對服務行為的影響，以及員工在公司制度改變的這段期間內，其心理賦權感知程度的變化，以及個人賦權感知程度的差異對服務行為變化之間的影響，藉此，希望能更進一步發展出企業實施賦權措施對於組織內員工服務行為的影響模式，透過統計分析結果得到以下發現： 1. 初期的賦權能力感知與服務行為不僅有正向相關，更對其有顯著的影響效果 2. 初期的賦權意義、自我決定與影響力感知與服務行為無顯著相關與影響效果 3. 賦權能力、意義、自我決定感知改變與服務行為改善有正相關，但僅有賦權能力的提升對服務行為改善有正向顯著的影響效果，賦權意義與自我決定感知改變對服務行為改變並無顯著影響 4. 賦權的影響力感知改善與服務行為改變無顯著相關與影響效果。 綜言之，員工賦權感知不僅能預測未來的服務行為表現，且賦權感知的提升能確實提高員工服務行為表現，因此建議企業在實施賦權時，應加強與員工之溝通、資訊回饋與訓練以及塑造組織氣候來提升員工賦權感知與服務行為。 關鍵字：心理賦權感、服務行為 With the economic growth and the enhancement of people's living levels, consumers pay much attention to the quality of goods and service rather than the price. The retail industry has put emphasis on service quality, positioned as service providers, and expected their members to continuously meet customers’ needs with high level of service quality. Front-line workers play important roles in delivering service quality. Enterprises empower their employees, making them have more abilities to help customers solve their problems, improve their working attitude and efficiency, and in turn improve service behavior and organizational performance. However, empowerment is not a panacea. Enterprises should not limit empowerment to a top-down approach; rather, they should emphasize employees’ psychological empowerment. The goal of empowerment will be achieved only when empowerment is perceived by employees and influences their external behavior. Therefore, it is worthy to discuss if enterprises understand employees’ psychological empowerment and apply it to enhance service quality. A retail service chain store was chosen as the subject. Under the background the organizational change, data in two periods were collected to explore if employees’ psychological empowerment influences service behavior; the change of the employees’ psychological empowerment and the difference of individual empowerment are also discussed to see if they will influence the change of service behavior in the period of the corporate revolution. According to these discussions, this study would like to further develop a model of influencing employees’ service behavior by the application of empowerment. The results of this study are listed as below: 1. The initial competency dimension of psychological empowerment has significantly positive effects on service behavior. 2. The initial meaning, self-determination and impact dimensions of psychological empowerment do not significantly influence service behavior. 3. The increase of competency, meaning and self-determination dimensions of psychological empowerment are positively related to the improvement of service behavior, but only the increase of competency has significant influences on the improvement of service behavior. The change of meaning and self-determination do not significantly influence the improvement of service behavior. 4. The increase of impact dimension does not significantly influence the change of service behavior. To sum up, the results indicated that the initial psychological empowerment can predict service behavior and the raise of psychological empowerment can improve service behavior as well. Therefore, managers who facilitate empowerment should reinforce the communication with employees, information feedback, training and development, and organizational climate to improve employees’ psychological empowerment and service behavior. Key Words: psychological empowerment, service behavior |
