組織文化對於安靜離職的影響-以心理契約履行和情感性組織承諾為序列中介變項;The influence of organizational culture on quiet quitting - analysing the sequential mediating role of psychological contract fulfillment and affective organizational commitment

NCUIR > School of Management at National Central University > Executive Master of Human Resource Management > Electronic Thesis & Dissertation > Item 987654321/91644

Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/91644

Title:	組織文化對於安靜離職的影響-以心理契約履行和情感性組織承諾為序列中介變項;The influence of organizational culture on quiet quitting - analysing the sequential mediating role of psychological contract fulfillment and affective organizational commitment
Authors:	王喬可;Wang, Chiao-Ko
Contributors:	人力資源管理研究所在職專班
Keywords:	組織文化;安靜離職;心理契約履行;情感性組織承諾;Organization Culture;Quiet Quitting;Psychological Contract Fulfilment;Affective Commitment
Date:	2023-06-20
Issue Date:	2024-09-19 14:08:27 (UTC+8)
Publisher:	國立中央大學
Abstract:	過去的許多研究告訴我們，能讓企業穩定成長的關鍵因素有很多，例如改善流程、強化企業財務體質、不斷的創新與研發、搭配精準的行銷策略等，但若拉長縱深來看，能基業長青的企業，靠的是看不見的組織文化，才能夠不受環境波動、人才來去的影響。這雖凸顯出建設組織文化工作的重要性，但隨著世代的更迭，先前支配我們的價值觀、生活模式都在逐漸變化，尤其自Covid-19開始肆虐全球後，加速了人們對工作與生活的重新審視，當工作與生活平衡的概念轉變為工作與生活的融合，擁抱新價值觀的工作者越來越多，管理者在後疫情時代面臨的新的員工狀態挑戰。本研究以組織文化為研究主題，探討組織文化(Organization Culture)的建設程度對於員工安靜離職(Quiet Quitting)程度之影響，並以心理契約履行(Psychological Contract Fulfilment)、情感性組織承諾(Affective Commitment) 為序列中介變項，進一步了解組織文化對於員工知覺、承諾的運作機制。本研究以網路隨機發放問卷方式針對臺灣全職就業者進行調查，共計回收341份有效問卷。研究結果發現：(1)組織文化對於安靜離職具有負向影響；(2) 組織文化對於心理契約履行具有正向影響；(3) 組織文化對於情感性組織承諾具有正向影響；(4) 心理契約履行對於情感性組織承諾具有正向影響；(5) 心理契約履行對於安靜離職不具有影響；(6) 情感性組織承諾對於安靜離職具有負向影響；(7) 組織文化對於安靜離職具有負向影響，而心理契約履行以及情感性組織承諾在其中具有序列中介效果。;Previous studies have identified various key factors for stable business growth, such as improving processes, strengthening financial resilience, continuous innovation and research and development, and precise marketing strategies. However, if we take a longer-term perspective, the key to building a long-lasting business lies in an invisible organizational culture, which can withstand environmental fluctuations and turnover of talent. This highlights the importance of building a constructive organizational culture. As generations change, the values and lifestyles that used to dominate are gradually evolving, especially since the outbreak of Covid-19, which has accelerated the reexamination of work and life. The concept of work-life balance is shifting towards work-life integration, and more and more workers are embracing new values. This presents new employee status challenges for managers in the post-pandemic era. This study focuses on organizational culture and explores the impact of the degree of organizational culture development on quiet quitting among employees. Furthermore, it examines the operating mechanism of constructive culture on employees′ perceptions and commitments by using psychological contract fulfillment and affective commitment as sequential mediating variables. A total of 341 valid questionnaires were collected through online random sampling of Taiwanese full-time employees. The results indicate that: (1) organizational culture has a negative effect on quiet quitting; (2) organizational culture has a positive effect on psychological contract fulfillment; (3) organizational culture has a positive effect on affective commitment; (4) psychological contract fulfillment has a positive effect on affective commitment; (5) psychological contract fulfillment does not affect quiet quitting; (6) affective commitment has a negative effect on quiet quitting; (7) organizational culture has a negative effect on quiet quitting, and psychological contract fulfillment and affective commitment have a sequential mediating effect on this relationship.
Appears in Collections:	[Executive Master of Human Resource Management] Electronic Thesis & Dissertation

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