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論文名稱 Title |
當主管故意讓部屬不好過: 探討主管使部屬順從動機、印象管理動機及糾正不公平動機對於主管不當督導行為與部屬反應之干擾效果 The Effects of Abusive Supervision on Subordinates’ responses: The moderating roles of Motives to Control Subordinates, Manage Impressions and Redress Injustices |
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系所名稱 Department |
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畢業學年期 Year, semester |
語文別 Language |
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學位類別 Degree |
頁數 Number of pages |
57 |
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研究生 Author |
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指導教授 Advisor |
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召集委員 Convenor |
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口試委員 Advisory Committee |
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口試日期 Date of Exam |
2018-07-10 |
繳交日期 Date of Submission |
2018-08-08 |
關鍵字 Keywords |
糾正不公平動機、印象管理動機、不當督導、任務績效、主管領導效能、反生產力工作行為、使部屬順服動機 perceived leader effectiveness, Abusive supervision, task performance, controlling subordinates, redressing injustices, counterproductive work behavior, managing impressions |
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統計 Statistics |
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中文摘要 |
不當督導一直是企業普遍想要消弭的主管負向領導行為,過去的研究大多聚焦在探討不當督導的後果變項,雖然近幾年開始轉為探討不當督導的前因,但卻很少研究對於主管從事不當督導的動機加以釐清。因此,本研究從Tepper等人在2012年提出的冷動機、熱動機觀點切入,探討主管基於三種冷動機而行使不當督導時,是否會為部屬帶來不同的影響效果,並將三種冷動機作為調節變項,檢驗不同動機對於不同後果變項帶來的干擾效果。本研究採取經驗抽樣法且為每日研究,分為一次性資料與每日資料兩階段進行。總共發放給92位主管填寫,獲得69位主管回覆,透過讓主管連續填答10個工作日,共計得到491筆的每日資料,其中有158筆是當日有從事不當督導行為。經由Mplus分析結果指出,主管基於使部屬順服的動機從事不當督導,可以協助改善部屬的任務績效;主管基於印象管理的動機從事不當督導對於部屬知覺主管的領導效能並沒有影響;而主管基於糾正不公平的動機從事不當督導,也會降低部屬從事組織面反生產力工作行為的程度。本研究依此結論提出管理意涵及建議以供未來後續研究的參考。 |
Abstract |
Abusive supervision has been the negative leadership behaviors of managers that companies try to eliminate. Past studies have mostly focused on investigating the consequences of abusive supervision. Although studies have turned to investigate the cause of abusive supervision in recent years, there are no studies to clarify the motivation of abusive supervision. Therefore, this study cuts into the viewpoints of cold motives and hot motives proposed by Tepper et al. on 2012, and discusses whether supervisors who exert abusive supervision based on three types of cold motives will have different influence effects on subordinates or not. Also, three types of cold motives are regarded as moderating variables to test the effect of different motivations on different consequence variables. This study adopts an empirical sampling method and this study is a daily study. It is divided into one-time data and daily data separately. Researchers issued the link of questionnaires to 92 supervisors and got 69 responses in return. By having supervisors fill out ten working days in a row, a total of 491 daily data were obtained, of which 158 conducted the behavior of abusive supervision during the day. According to the results of M-plus analysis, based on the motive of controlling subordinates, supervisor who conduct the behavior of abusive supervision can improve subordinates’ task performance; based on the motive of managing impression, there are no effect between the behavior of abusive supervision and subordinate perceiving leadership effectiveness; based on the motive of redressing injustice, supervisors who exert the behavior of abusive supervision can reduce the extent to which subordinates engage in organizational counter-productivity work behavior. According this conclusion, this study proposes management implications and recommendations for future reference. |
目次 Table of Contents |
論文審定書............................................................................................................................i 誌謝.......................................................................................................................................ii 摘要.......................................................................................................................................iii 英文摘要................................................................................................................................iv 目錄.......................................................................................................................................v 圖次.......................................................................................................................................vii 表次.......................................................................................................................................vii 第一章 緒論.......................................................................................................................1 第二章 文獻探討與假設推導..............................................................................................5 第一節 不當督導之定義........................................................................................................5 第二節 主管為何從事不當督導? 冷動機、熱動機的觀點.......................................................6 第三節 不當督導對於部屬任務績效改善之影響:以使部屬順從動機作為干擾 變項................................................................................................................................7 第四節 不當督導對於知覺主管領導效能之影響:以印象管理動機作為干擾變 項....................................................................................................................................8 第五節 不當督導對於反生產力工作行為之影響:以糾正不公平動機作為干擾 變項................................................................................................................................9 第三章 研究方法.................................................................................................................11 第一節 研究架構....................................................................................................................11 第二節 研究樣本與問卷發放程序...........................................................................................11 第三節 研究工具....................................................................................................................15 第四節 資料分析方式.............................................................................................................19 第四章 研究結果.................................................................................................................20 第一節 敘述性統計與相關係數表...........................................................................................20 第二節 驗證性因素分析..........................................................................................................22 第三節 假設檢定.....................................................................................................................23 第四節 額外分析.....................................................................................................................26 第五章 結論與建議..............................................................................................................28 第一節 研究結論.....................................................................................................................28 第二節 理論貢獻.....................................................................................................................29 第三節 管理意涵.....................................................................................................................30 第四節 研究限制與未來建議...................................................................................................32 參考文獻..................................................................................................................................34 一、 中文部分..........................................................................................................................34 二、 英文部分..........................................................................................................................34 附錄一、一次性研究問卷.........................................................................................................41 附錄二、每日研究問卷.............................................................................................................44 |
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