跨部門專案團隊員工表現的影響因素：工作要求-資源模型觀點

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题名:	跨部門專案團隊員工表現的影響因素：工作要求-資源模型觀點
作者:	林士淵;Lin, Shih-Yuan
贡献者:	人力資源管理研究所在職專班
关键词:	工作要求-資源模型;心理資本;任務績效;創新行為;JD-R model;psychological capital;task performance;innovative behavior
日期:	2024-07-04
上传时间:	2024-10-09 14:43:11 (UTC+8)
出版者:	國立中央大學
摘要:	隨著企業組織愈來愈大，分工愈來愈細，跨功能部門的專案就會產生。專案成員接收直向功能部門與橫向跨部門專案兩條指揮鏈，工作要求與資源疊加起來，較非專案成員感受明顯。本研究欲透過工作要求-資源模型，探討直向功能部門與橫向跨部門專案團隊工作要求與工作資源對跨專案團隊成員的影響，探討專案成員任務績效與創新行為受到那些因素影響並探討心理資本的干擾效果，以期可提供有跨功能部門的專案組織的企業管理專案團隊成員績效之參考。研究結果表明，(1)直向的工作要求(時間壓力、工作負荷)會透過工作倦怠降低員工任務績效與創新行為；(2)直向的工作資源(薪資福利)會透過工作倦怠提升員工任務績效與創新行為；(3)橫向的工作要求與工作資源皆無顯著地影響透過工作倦怠影響員工任務績效與創新行為；(4)心理資本直接提升任務績效與創新行為，而非調節工作倦怠對員工任務績效與創新行為的影響。此研究結果顯示，影響跨部門專案團隊成功的因素包含：成員的心理資本、直向的時間壓力、直向的工作負荷、直向的薪資福利。橫向的專案經理需要慎選專案成員，並協調直向部門主管的工作資源、工作要求，會是提升任務績效與創新行為的最佳途徑。 ;As corporate organizations grow larger and the division of labor becomes more detailed, cross-functional projects arise. Project members receive two chains of command, they are vertical functional and horizontal cross-functional projects, and the overlap of job demands and resources is more obvious than that of non-project members. In this study, we used the job demands-resources model to discuss the impacts of job demands, job resources, and psychological capital on project members′ task performance and innovative behavior, which can be used as a reference for companies with cross-functional project organizations. Research results show that (1) vertical job demands (time pressure, workload) will reduce employee task performance and innovative behavior through job burnout; (2) vertical job resources (rewards) will increase employee task performance and innovative behavior through job burnout; (3) horizontal job demands and job resources have no significant impact on employee task performance and innovative behavior through job burnout; (4) psychological capital directly enhances employee task performance and innovative behavior, rather than moderating impact of job burnout on effects of employee task performance and innovative behavior. The results of this study show that the members′ psychological capital, vertical time pressure, vertical workload, and vertical rewards can affect the success of cross-departmental project teams. Horizontal project managers need to carefully select their project team members and coordinate the job resources and job demands from vertical department heads, which is the best way to improve task performance and innovative behavior.
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