以個人與環境適配為關鍵中介探討特定品牌領導對員工品牌權益之影響

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葉玄崇(Hsuan-Chuung Yeh) 查詢紙本館藏

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以個人與環境適配為關鍵中介探討特定品牌領導對員工品牌權益之影響

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摘要(中)

本研究提出了「特定品牌轉換型領導與交易型領導透過個人與環境適配之中介變數，對員工品牌權益之影響為何?」。本研究以跨層次階層線性模型，聚焦與員工品牌權益較有相關之中介變數，即「個人與工作適配、個人與團隊適配、以及個人與主管適配」為關鍵中介的情況下，特定品牌轉換型領導及交易型領導是否會影響到「員工品牌權益」。本研究以國內大型銀行(以下簡稱C公司)於全台不同地區之數個營業單位之主管與員工為研究對象，在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，回收之355份問卷中，其中38份為主管問卷，餘317份為員工問卷，有效問卷回收率為98.07%。
本研究所探討之內容分為二部分。首先，探討個人與環境適配對員工品牌權益是否有正向影響；最後提出特定品牌轉換型領導與交易型領導，是否會透過個人與環境適配對員工品牌權益有正向影響。研究結果顯示：個人與環境適配對員工品牌權益具有正向顯著影響；特定品牌交易型領導透過個人與工作適配及個人與團隊適配呈現反向顯著影響，而特定品牌轉換型領導則呈現正向顯著影響；惟兩領導方式透過個人與主管適配與員工品牌權益皆無相關，亦即不具中介效果。
本研究貢獻如下。第一，探討三種個人與環境要素的適配，對員工品牌權益之影響，更能深入了解可影響員工品牌權益之變數；第二，以主管層面之兩領導風格透過個人層面之環境中介變數，探討員工品牌權益，並以階層式線性模型作為分析工具；第三，提出了特定品牌轉換型領導及特定品牌交易型領導透過個人與環境之適配，對員工品牌權益的影響與重要性，可提供組織內部作為管理參考之依據。

關鍵字：員工品牌權益、個人與工作適配度、個人與主管適配度、個人與團隊適配度、特定品牌轉換型領導、特定品牌交易型領導

摘要(英)

This study addressed the question of how the effects of brand-specific TRL and brand-specific TFL on employee-based brand equity. In order to answer this question, the 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 management levels and employee individual levels. This study selected the employees served in the largest domestic bank in Taiwan to be the subjects of research. 362 questionnaires were distributed in total, and among the 7 samples retrieved, 355 samples were valid(38 samples for supervisor and 317 samples for employees), forming the valid response rate of 98.07%.
The content of this research can be divided into two parts. First, I explored whether “person-environment fit”(person-job fit, person-supervisor fit, and person-group fit) has the impact on employee-based brand equity. Next, I discussed the interference of person-job fit, person-supervisor fit, and person-group fit between brand-specific TRL, brand-specific TFL and employee-based brand equity. It was found that there was a positive effect on person-environment fit and employee-based brand equity. In addition, brand-specific TRL and employee-based brand equity had a negative effect through the interference of person-job fit and person-group fit. However, brand-specific TFL had totally different result from brand-specific TRL. Finally, person-supervisor fit was unrelated to these two leaderships and not mediated between them as well.
The contributions of this research were as follows. First, I explored the relationship between employee-based brand equity and three person-environment fir. By this, we can understand more about the attributes to employee-based brand equity. Second, I used the hierarchical linear modeling to analyze if three different kinds of fit between person and working environment are able to mediate between the relationship between two kinds of brand-specific leadership and employee-based brand equity. Finally, I emphasized the effects and importance on employee-based brand equity and two kinds of brand-specific leadership mediated by person-environment fit in hope of providing a suggestion for internal brand management.

Keywords: Brand-specific TRL, Brand-specific TFL, Employee-based brand equity, Person-job fit, Person-supervisor fit, Person-group fi

關鍵字(中)

★ 員工品牌權益
★ 個人與工作適配度
★ 個人與主管適配度
★ 個人與團隊適配度
★ 特定品牌轉換型領導
★ 特定品牌交易型領導

關鍵字(英)

★ Employee-based brand equity
★ Person-job fit
★ Person-supervisor fit
★ Person-group fi
★ Brand-specific TRL
★ Brand-specific TFL

論文目次

目錄
摘要 i
Abstract ii
誌謝 iii
圖目錄 vii
表目錄 viii
第一章緒論 1
1.1 研究背景 1
1.2 研究目的 1
1.3 研究動機與預期貢獻 4
第二章文獻探討與研究假設 5
2.1 員工品牌權益(Employee-Based Brand Equity) 5
2.1.1 員工品牌背書 (Employee Brand Endorsement) 5
2.1.2 員工品牌忠誠 (Employee Brand Allegiance) 5
2.1.3 員工品牌一致行為 (Employee Brand Consistent Behavior) 6
2.2 特定品牌領導與員工品牌權益之間的中介效果 6
2.2.1 個人與工作適配理論(person-job fit) 7
2.2.2個人與主管適配理論(person-supervisor fit) 8
2.2.3個人與團隊適配理論(person-group fit) 9
2.3 特定品牌交易型領導與特定品牌轉換型領導 9
2.3.1特定品牌交易型領導 ( Brand-specific transformational leadership) 10
2.3.2特定品牌轉換型領導 ( Brand-specific transactional leadership) 12
第三章研究方法 15
3.1 研究對象與樣本發放 15
3.2 問卷設計 16
3.3 變項衡量方式 16
3.3.1特定品牌轉換型領導 ( Brand-Specific transactional leadership) 16
3.3.2特定品牌交易型領導(Brand-Specific transformational leadership) 18
3.3.3個人與工作適配 19
3.3.4 個人與團隊適配 19
3.3.5 個人與主管適配度 20
3.3.6員工品牌權益 21
3.4 控制變數之探討與決定 22
3.5 分析方法 22
3.5.1 敘述性統計分析 22
3.5.2 相關分析 23
3.5.3 信度分析 23
3.5.4 效度分析 23
3.5.5 變數之組內與組間變異成份分析 23
3.5.6 共同方法變異控制 24
3.5.7 因素分析 24
3.5.8 階層線性模型分析 24
第四章資料分析與研究結果 26
4.1 敘述性統計分析 26
4.2相關分析 30
4.3信度分析 33
4.4建構效度分析 33
4.4.1收斂效度 33
4.4.2區別效度 34
4.5共同方法變異分析與因素分析 35
4.6階層線性模型之假設分析結果 36
4.6.1員工品牌權益之虛無模型 36
4.6.2員工層次之個人與工作、個人與團隊與個人與主管適配與員工品牌權益之關係 36
4.6.3個人與環境適配在特定品牌交易型領導與員工品牌權益之中介關係 37
4.6.4個人與環境適配在特定品牌轉換型領導與員工品牌權益之中介關係 39
第五章結論與建議 43
5.1 研究結論與貢獻 43
5.2實務建議 48
5.3研究限制與建議 49
參考文獻 51
附錄一主管問卷 57
附錄二員工問卷 60

參考文獻

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指導教授

李憶萱

審核日期

2016-7-25

推文