應徵者之個人與組織契合度對僱用建議之影響：逢迎討好策略的中介作用

以作者查詢圖書館館藏

、以作者查詢臺灣博碩士

、以作者查詢全國書目

、勘誤回報

、線上人數：18

、訪客IP：18.225.235.157

姓名

沈毓珊(Yu-Shan Shen) 查詢紙本館藏

畢業系所

企業管理學系在職專班

論文名稱

應徵者之個人與組織契合度對僱用建議之影響：逢迎討好策略的中介作用
(An interviewee’s fitness to the organization affects interviewers’ recommendation for employment with the mediating effect from ingratiation.)

相關論文

★ 證券公司財務比率與股價關係之探討—以三家證券公司為例	★ 主管與部屬交換關係品質、心理賦能對員工工作滿足之影響─內外控人格干擾效果之探討
★ 轉換型領導、團隊凝聚力、信任與組織公民行為之相關研究－以研發人員為例	★ 跨國企業之供應商評選與管理–以A公司為例
★ 新產品開發流程及績效評估 – 以某電感製造廠M公司為例	★ 主管與部屬交換關係對員工工作績效與組織公民行為之影響—以員工心理賦能為中介效果
★ 領導部屬交換關係、工作角色感知與工作績效之研究	★ 工作角色感知、負向回饋探詢行為與工作績效之研究
★ 領導與部屬交換關係、組織公平知覺對員工的幫助行為意願與組織承諾之影響 — 以中國華東地區電子廠商為例	★ 人格特質與心理契約對員工組織承諾與離職傾向之影響-以旅館飯店業為例
★ 人格特質、工作壓力、工作投入與組織公民行為之相關研究-以警政人員為研究對象	★ 領導與部屬交換關係、信任、上司支持與組織公民行為之相關研究－以醫護人員為例
★ 面試情境之個人與組織契合度知覺對工作錄取決定之影響	★ 企業履行社會責任對於員工工作滿意度和組織承諾以及工作績效之影響
★ 以多層次觀點探討群體互賴與組織公民行為之關係：群體凝聚力的中介影響	★ 後進者技術獲取模式之研究─以LED與太陽能產業為例

檔案

[Endnote RIS 格式]

[Bibtex 格式]

[相關文章]

[文章引用]

[完整記錄]

[館藏目錄]

[檢視]

[下載]

本電子論文使用權限為同意立即開放。
已達開放權限電子全文僅授權使用者為學術研究之目的，進行個人非營利性質之檢索、閱讀、列印。
請遵守中華民國著作權法之相關規定，切勿任意重製、散佈、改作、轉貼、播送，以免觸法。

摘要(中)

招募是組織為了找到合適自己公司，且又具有潛力的員工，所採取的策略和活動。也因為如此，『招募人才』成了公司人力資源管理的重要課題。企業招募到好的人才，對於企業管理層面與未來的發展都有相當大的助益。而在招募的過程中，『面試』是目前應用最廣的招募手法；面試過程不僅是企業徵選人才，求職者也可以利用面試機會來了解公司環境、公司主管個性。換句話說，在招募的過程中，能讓勞雇雙方透過面試過程來了解彼此。
因為面試過程是雙方對彼此了解的時機，因此求職者在甄選過程中所產生的知覺與反應，就成了主考官們的打分數的重要來源。求職者在甄選過程中的知覺與反應、對組織認同之契合度、以及應用逢迎討好行為來推銷自我價值等，不但會影響面試官的決策行為，同時也反映了甄選程序的情形。
本研究旨在探討應徵者個人與組織之契合度，是否以逢迎討好為中介作用，並對面試官的僱用建議產生影響，並對研究結果的管理意涵進行討論，對人力資源管理及後續研究提出建議。

摘要(英)

Recruiting is the strategy and activity applied by organizations to find employees with potential and suitable for them. Therefore,” talent recruiting” becomes the most important issue for human resource department of a company. The recruitment of talents is substantially beneficial to future development and management level for a company. During the recruiting process,” interviews” are used most widely currently; the interview process is not only for a company to select talents but also for interviewees to understand the environment and personality of managers at a company through this opportunity. In other words, both employees and employers can understand each other through interviews during the process of recruitment.
The interviewing process is an opportunity for mutual understanding so that an interviewee’s perception and response during an interview are the important references for interviewers’ evaluation. An interviewee’s perception and response, fitness to the organization and marketing self value with ingratiation not only affect interviewers’ decision behavior, but also reflects the situation in the interviewing process.
The study aimed to explore whether an interviewee’s fitness to the organization affects interviewers’ recommendations for employment with the mediating effect from ingratiation. We also discussed about the management meaning of study results and made recommendations for human resource management and future studies.

關鍵字(中)

★ 個人與組織契合度
★ 逢迎討好行為
★ 面試官僱用建議

關鍵字(英)

★ Interviewee’s fitness to the organization
★ Ingratiating behavior
★ interviewers’ recommendation for employment

論文目次

中文摘要 …………………………………………………………… Ⅰ
英文摘要 …………………………………………………………… Ⅱ
致謝辭 ……………………………………………………………… Ⅲ
目錄 ………………………………………………………………… Ⅳ
圖目錄 ……………………………………………………………… Ⅴ
表目錄 ……………………………………………………………… Ⅵ
第一章緒論 ……………………………………………………… 1
第一節研究背景 …………………………………………………… 1
第二節研究動機 …………………………………………………… 3
第三節研究目的 …………………………………………………… 5
第四節研究流程 …………………………………………………… 5
第二章文獻探討 ………………………………………………… 7
第一節個人與組織的契合度 ……………………………………… 7
第二節逢迎行為 …………………………………………………… 14
第三節面試官僱用正面影響 ……………………………………… 21
第四節文獻回顧 …………………………………………………… 23
第五節推論 ………………………………………………………… 24
第三章研究方法 ………………………………………………… 27
第一節研究架構 …………………………………………………… 27
第二節研究變項的操作型定義 …………………………………… 28
第三節研究假設 …………………………………………………… 28
第四節研究設計 …………………………………………………… 29
第五節資料分析方法 ……………………………………………… 34
第四章研究結果 ………………………………………………… 36
第一節樣本結構分析 ……………………………………………… 36
第二節現況分析 …………………………………………………… 39
第三節結構方程模型分析 ………………………………………… 42
第五章結論與建議 ……………………………………………… 47
第一節研究結論與討論 …………………………………………… 47
第二節研究貢獻及對管理實務意涵 ……………………………… 50
第三節研究建議 …………………………………………………… 51
參考文獻 …………………………………………………………… 53
附錄 ………………………………………………………………… 59

參考文獻

1 Allen, R.W.,Porter,D.L.,Renwick,P.A.,& Mayer,B.T.(1979).
Organizational politics: Tactics and characteristics of its actors. California Management Review, 22, 77-83.
2 Barber, A.E., 1988, recruiting employees. Thousand Oaks, a: Sage Publications.
3 Binning, J.F., Goldstein, M.A., Garcia, M.F., & Scattaregia, J.H. (1988).
Effects of preinterview impressions on questioning strategies in same-
And-opposite-sex employment interviews. Journal of Applied Psychology, 73,
30-37.
4 Blau, G.J. 1981. An empirical investigation of job stress, social support, service length, and job strain. Organizational Behavior and Human Performance, 27: 279-302.
5 Bowen, D.E., Ledford, G.E., & Nathan, B.R. (1991). Hiring for the Organization not the Job. Academy of Management Executive, 5(4), 35-51.
6 Bretz, R.D. & Judge, T.A. (1994) Person-organization fit and the theory of work adjustment: Implications for satisfaction, tenure, and career success. Journal of Vocational Behavior, 44(1), 32-52.
7 Brewer, M.B.1996. Managing diversity: The role of social identities. In S. E. Jackson & M. Ruder man (Eds.), Diversity in work teams: Research paradigms for a changing workplace: 47-68. Washington, DC: American Psychological Association.
8 Cable DM, DeRue DS. 2002. The convergent and discriminate validity of subjective fit perceptions. Journal of Applied Psychology, 87(5), 875-884.
9 Cable, D.M., Judge, T. A., "Pay preferences and job search decisions: A person-organization fit perspective," Personnel psychology, vol. 47, 1994, pp. 317-348.
10 Campion, M.A., Pursell, E.D., & Brown, B.K. (1994). Structured interviewing, raising the psychometric properties of the employment interview. Personnel Psychology, 41, 25-42.
11 Chatman, J. (1989), “Improving Interactional Organizational Research: A Model of Person-Organization Fit.” Academy of Management Review, 14, pp. 333-349.
12 Chattopadhyay, P. 1999. Beyond direct and symmetrical effects: The influence of demographic dissimilarity as determinants of attraction. Journal of Personality and Social Psychology, 4: 273-287.
13 Day D.V., Bedeian A.C.(1995).Personality similarity and work-related outcomes among African-American nursing personnel: a test of the supplementary model of person-environment congruence. Journal of Vocational Behavior, 46, 55-77.
14 Dienesch, R.M., & Liden, R.C. (1986).Leader-member exchange model of leadership: A critique and further development. Academy of Management Review, 11,618-634.
15 Dipboye, R.L. (1992). Selection interviews: Process perspectives. Cincinnati: South-Western.
16 Ellis,A.P.J.,West,B.J.,Ryan,A.M.,& Deshon,R.P.(2002).“The use of impression management tactics in structured interviews: A function of question type?” Journal of Applied Psychology, 87(6), 1200-1208.
17 Evans,F.B., “Selling as a dyadic relationship：A new approach,” The American Behavioral Scientist, 6, vol. 1963, pp. 76-79.
18 Feinggold, A. (1992).Good-looking people are not what we think. Psychological Bulletin, 111,304-341.
19 Gardner, W. and Martinko, M. (1988) 'Impression. Management in Organizations', Journal of Manage- ment, 14 (2), pp. 321–338.
20 Gilmore, D.C. and Ferris, G.R., "The effects of applicant impression management tactics on interviewer judgments," Journal of Management, vol. 15, 1989, pp.557–564.
21 Gilmore, D.C., Beehr, T.A., & Love, K.G. (1986). "Effects of applicant sex, applicant physical attractiveness, type of rater, and type of job on interview decisions". Journal of Occupational Psychology, 59, 103-109.
22 Gilmore, D. C., Stevens, C. K., Harrell-Cook, G., & Ferris, G. R. 1999. Impression management tactics. In R.W.Eder & M.M.Harris (Eds.), the employment interview handbook: 321–336.
23 Gladstein, D.L. (1984), Group in context: a model of task group effectiveness, Adminisrative Science Quarterly, 29,499-577.
24 Graen, G.B., & Scandura, T.A. (1987), Toward a psychology of dyadic organizing., Research in Organizational Performance, (30), 109-131.
25 Harvey, P., Stoner, J., Hochwarter, W., & Kacmar, C. (2007). Coping with abusive supervision: The neutralizing effects of ingratiation and positive affect on negative employee outcomes. The Leadership Quarterly, 18, 264–280.
26 Herriot, P. (1989b). Selection as a social process. In M. Smith & I. Robertson (Eds.), Advances in selection and assessment. Chichester, UK: Wiley.
27 Higgins, C.A., & Judge, T.A. (2004). The effect of applicant influence tactics on recruiter perceptions of fit and hiring recommendations: A field study. Journal of Applied Psychology, 89,622–632.
28 Howard, J.L. and Ferris, G.R., "The employment interview context: Social and situational influences on interviewer decisions," Journal of Applied Social Psychology, vol. 26, 1996, pp.112-136.
29 Jackson, S.E., Stone, V.K., & Alvarez, E.B. 2004. Socialization amidst diversity: The impact of demographics on work team oldtimers and newcomers. Research in Organizational Behavior,15:45-109.
30 Jones, E E., 8: Pittman, T.S. (I982). Towards a general theory of strategic self-preservation. In J. Suls (Ed.), Psychological perspectives on the self (Vol.1, pp.231-262)'.
31 Judge,T.A.,& Ferris,G.R.(1992),The elusive criterion of fit in human resources staffing decisions, Human Resource Planning,Vol.15, No.4,pp.47-67.
32 Kipnis, D., Schmidt, S.M., & Wilkinson, J.(1980). Intraorganizational influence tactics: Explorations in getting one's way. Journal of Applied psychology, 65,440-452.
33 Kolenko, T.A., & R.J.Aldag, 1989.Congruence perceptions and managerial career/work outcomes: An exploratory analysis.Paper presented at the meeting of the National Academy of Management.
34 Kowalski, R.M., & Leary, M.R. (1990).Strategic self-presentation and the avoidance of aversive events: Antecedents and consequences of self-enhancement and self-depreciation. Journal of Experimental Social Psychology, 26,322-336.
35 Kristof, A.L. (1995), “Person-organization fit: an integrative review of its conceptualizations, measurement, and implications,”Personnel Psychology, 49, 1, 1-49.
36 Leiter, M.P.1988. Burnout as a function of communication patterns. Group and Organization Studies, 13:111-128.
37 Liden, R.C. & Mitchell, T.R. (1989). Ingratiatory behaviors in organizational settings. Academy of Management Review, 13(4), 572-587.
38 Mowday, R.T. (1978).The exercise upward influence in organization. Administrative Science Quarterly, 23,137-156.
39 Muchinsky, P. M., & Monahan, C. J. (1987). What is person-environment congruence? Supplementary versus complementary models of fit. Journal of Vocational Behavior, 31, 268-277.
40 N. Zaidman, A. Drory. (2001). Upward impression management in the work place cross-cultural analysis. International Journal of Intercultural Relations, 25,671-690.
41 Netemeyer, R. G., Boles, J. S., McKee, D. O., & McMurrian, R. (1997). An investigation into the antecedents of organizational citizenship behaviors in a personal selling context. Journal of Marketing, 61(3): 85-98.
42 O'Reilly, C. A., Chatman, J. and Caldwell, D. F., “People and Organizational culture：A profile comparison approach to assessing person-organization fit.” Academy of Management Journal, 34（3）, 1991, pp. 487- 516.
43 Pearce, J. A., & Raveling, E. C. 1987. The design and activation of self- regulating work groups. Human Relations, 40: 751-781.
44 Pervin, L. A.（1968）. Performance and satisfaction as a function of individual-environment fit. Psychological Bulletin, 69, 56-68.
45 Posner, B.Z. (1992). Person-organization values congruence：No support for individual different as a moderating influence. Human Relations, 45, 351-361.
46 Posthuma, R. A., Morgeson, F. P., & Campion, M. A. (2002). Beyond employment interview validity: A comprehensive narrative review of recent research and trends over time. Personnel Psychology, 55, 1-81.
47 Ravlin, E. C., & Meglino, B. M. (1987). Effect of values on perception and decision making: A study of alternative work value measures. Journal of Applied Psychology, 72, 666-673.
48 Riordan, C. 2000. Relational demography within groups: Past developments, contradictions, and new directions. Research in Personnel and Human Resources Management, 19: 131-173.
49 Rousseau, D. M. (1990). New hire perceptions of their own and their employer’s obligations: A study of psychological contracts. Journal of Organizational Behavior, 11,389-400.
50 Rynes, S. L. (1985). Compensation Strategies for recruiting. Topics in Total Compensation, 2, 185-196.
51 Rynes, S., & Gerhart, B.（1990）. Interviewer assessments of applicant fit: An exploratory investigation. Personnel Psychology, 43, 13-34.
52 Saks, A. M., & B. E.Ashforth, 1997. A longitudinal investigation of the relationships between job information sources, applicant perceptions of fit, and work outcomes. Personnel Psychology, 50: 395-426.
53 Schaubroeck, J., & S. K. Lam, S. (2002). How similarity to peers and supervisor influences organizational advancement in different cultures. Academy of Management Journal, 45, 1120-1136.
54 Schneider, B. (1987). The people make the place. Personnel Psychology, 40, 437-453.
55 Schriesheim, C.A, & Hinkins, T.R.(1990). Influence tactics used by subordinates: A theoretical and empirical analysis and refinement of the Kipnis, Schmidt, and Wilkinson subscales. Journal of Applied Psychology, 75, 246-257.
56 Shankar, A., & M. A. Ansari (1994), Organizational Content and Ingratiatory Behavior in Organizations, Journal of Social Psychology, 134(5), 641-645.
57 Tajfel, H. 1982. Social identity and inter-group behavior. Cambridge: Cambridge University Press.
58 Taris, R., & J. A. Feij, 2000. Longitudinal examination of the relationship between supplies-values fit and work outcomes. Paper presented at the 15th annual conference of the Society for Industrial and Organizational Psychology, New Orleans, LA.
59 Tedeschi & Melburg（1984）Impression management and influence in the organization. Research in the Sociology of Organization, 3, 31-58.
60 Tedeschi, J. T., & Reiss, M. (1981). Verbal strategies in impression management. In C. Antaki (Ed.), The psychology of ordinary explanations of social behavior (pp. 271-309). London: Acadimic Press.
61 Treadway, D. C, Ferris, G. R., Duke, A. B., Adams, G. L., & Thatcher, J. B. (2007). The moderating role of subordinate political skill on supervisors’ impressions of subordinate ingratiation and ratings of subordinate interpersonal facilitation. Journal of Applied Psychology, 92, 848–855.
62 Trice, H.M., Beyer, J.M. (1984), "Studying organisational culture through rites and ceremonials", Academy of Management Review, Vol. 9 pp.653-69.
63 Tsui, A.S., & O’Reilly, C.A.III. 1989. beyond simple demographic effects: The importance of relational demography in superior-subordinate dyads. Academy of Management Journal, 32: 402-423.
64 Turban, D.B., & Keon, T.L. (1993). Organization attractiveness: an inter actionist perspective. Journal of Applied Psychology, 78, 184-193.
65 Van Vianen, A.E.M. (2000), “Person-Organization Fit: The Match between Newcomers’and Recruiters’Preferences for Organizational Cultures.” Personnel Psychology, 53, pp.113-149.
66 Vancouver,J.B., & Schmitt, N. (1991). An exploratory examination of person- organization fit: Organizational goal congruence. Personnel Psychology.
67 Wayne, S.J. & Kacmar, K. (1991). The effects of impression management on the performance appraisal process. Organizational Behavior Human and Decision Processes, 48, 70-88.
68 Wayne, S.J., Kacmar, K.M.and Ferris, G.R., "Influence tactics, affect, and exchange quality in supervisor-subordinate interactions: A laboratory experiment and field study," Journal of Applied Psychology, vol. 75, 1990, pp. 487-499.
69 Winery.(1988).Forms of Value Systems: A Focus on Organizational Effectiveness and Cultural Change and Maintenance. Academy of Management Journal, 13(4), pp.534-545.
70 Wilkins, A.L. and Ouchi, W.G., (1983). Efficient cultures: Exploring the relationship between culture and organizational performance, “Administrative Science Quarterly, 28: 468-481.
71 Wortman,C.B.,& Linsenmeier,J.A.(1977). Interpersonal attraction and techniques of ingratiation in organizational settings. In B.M. Staw & G. R. Salancik (Eds.), New directions in organizational behavior (pp. 133-178). Chicago: St. Clair Press.
中文部份
1 莊璦嘉、林惠彥（2005），個人與環境適配對工作態度與行為之影響。
臺灣管理學刊，5（1），123-148
2 許道然，公部門組織信任與組織公民行為關係之研究,圖書,台北/2002
3 遲嫻儒，2003，『組織新進成員之上下形象管理策略運用與中國人Guanxi之相關
研究－以媒體組織從業人員為例』，國立交通大學碩士論文，未出版

指導教授

陳春希(Chun-Hsi Chen)

審核日期

2011-7-24

推文