兩岸員工對主管不當督導因應行為 之比較研究

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题名:	兩岸員工對主管不當督導因應行為之比較研究 A Comparative Study of Employees’ Coping Behavior with Abusive Supervision between Taiwan and China
作者:	蔡孟穎
贡献者:	國際企業管理學系
关键词:	不當督導員工因應行為組織正義文化價值兩岸 abusive supervision employees’ coping behavior organizational justice culture value Taiwan and China
日期:	2015
上传时间:	2015-07-08 15:25:22 (UTC+8)
摘要:	本研究問題是探討兩岸員工對主管不當督導(abusive supervision)及員工因應行為(employees’ coping behavior)之關係，經由文獻引用之及邏輯推論，發現兩者之關係有必要進一步釐清，並探討文化價值對兩者關係之影響及比較兩岸員工之差異。本研究是透過郵寄問卷及網路問卷的方式，請受雇於組織且有其直屬主管的員工填答。本研究在台灣及大陸總共發出600份問卷，回收352份問卷(回收率為58.67%)，扣除22份明顯漏答的問卷及52份無不當督導經驗的問卷，最後有效問卷共278份(有效回收率為46.33%)。結果本研究發現，不當督導對員工因應行為有顯著的預測能力。不當督導對員工溝通行為、忠誠行為有負向影響，對漠視行為及離職行為有正向影響。另外，本研究發現組織正義會對不當督導與員工因應行為的影響有部分中介效果。干擾變數為文化價值，則以「權力距離」、「個人主義」、「男性傾向」、「不確定性避免」、「長期導向」五個構面為主。「權力距離」、「不確定性避免」減緩不當督導對員工因應行為的影響。「個人主義」、「男性傾向」則加強不當督導對員工因應行為的影響，「長期導向」干擾影響則不顯著。台灣員工與大陸員工相比在面對不當督導時，台灣員工比大陸員工願意進行積極的溝通行為，但台灣員工比大陸員工相對有比較低順從的忠誠行為，對於漠視行為及離職行為也相對較低。兩岸員工因應行為不同的原因可能是，一、中國大陸經濟起飛，經濟成長的力度極大，二、兩岸主管不當督導型態不同，三、台灣員工的教育較多元，四、台灣員工的溝通方式較委婉。 This study empirically examines the relationship between abusive supervision and employees’ coping behavior. In addition, this doctoral dissertation speculates that organizational justice mediate the relationship and culture value moderate the relationship between abusive supervision and employees’ coping behavior. The research problem of this doctoral dissertation is found in the existing literature. First, the doctoral dissertation explores the relationship between abusive supervision and employees’ coping behavior. Second, the research explore organization justice mediate the relationship between abusive supervision and employees’ coping behavior. Third, the doctoral dissertation explores cultural value (power distance, individualism, masculinity, uncertainty avoidance, long-term orientation) moderate the relation between abusive supervision and employees’ coping behavior. Final, the doctoral dissertation explore employees in Taiwan and China has different coping behavior, when they percept abusive supervision. An analytical approach of methodology is applied to analyze the parsimonious relationship by the cross-sectional survey. The data is composed of employees and is collected by 600 questionnaires. Employees were asked about their levels of abusive supervision, organizational justice, voice coping behavior, loyalty coping behavior, neglect coping behavior, exit coping behavior, power distance, individualism, masculinity, uncertainty avoidance, long-term orientation. Of all samples, 32 different firms responded by returning at least one questionnaire from an employee (a total of 352 questionnaires); of these, 22 employees were unusable because they were incomplete, 52 employees were unusable because they were without abusive supervision experience. Completed questionnaires were returned by 278 employees (46.33% response rate). Finally, the results indicate that abusive supervision is positively related to employees’ neglect and exit coping behavior, and negatively related to employees’ voice and loyalty coping behavior. In addition, the author speculates that organizational justice partial mediate the relationship between abusive supervision and employees’ coping behavior；Power distance, individualism, masculinity and uncertainty avoidance moderate the relation between abusive supervision and employees’ coping behavior. Employees in Taiwan have more voice coping behavior than China；Employees in China have more loyalty, neglect and exit coping behavior than Taiwan. However, these hypotheses were not supported by the empirical data. The contribution of this doctoral dissertation has two aspects .The theoretical: the doctoral dissertation can answer the research problem. The practical: this doctoral dissertation can offer insights into abusive supervision how to influence employees’ coping behavior.
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