近年來，組織公民行為已成為企業鼓勵員工從事的行為之一，但此類行為對於員工究竟造成正面或負面的影響，直至今日仍引起學者廣泛的討論。為回應「從事組織公民行為究竟是讓員工感到更充實亦或更加疲憊？」的議題，本研究以經驗抽樣法連續採集10個工作天資料，經資料配對後共得206位員工、1717筆每日資料。經Mplus分析結果指出，員工主動組織公民行為可提升自身工作敬業度，進而在隔日亦能繼續主動地展現公民行為。此外，研究結果亦指出當員工具有較佳的助人技能時，會強化上述歷程。另一方面，當具有較佳情感支持技能的員工主動展現組織公民行為時，會降低其資源恢復需求；然而，當員工情感支持技能較為不足時，除了引發資源恢復方面需求的上升之外，更會進一步增加員工人際偏差行為的產生。本研究並依此結論提出理論與管理意涵。

In recent years, organizational citizenship behavior has become one of the behaviors that companies encourage employees to engage in; however, whether engaging in organizational citizenship behavior is to make employees feel more fulfilled or more exhausted is still unclear. To address this issue, the present study distinguished different circumstances of citizenship behavior—proactive or not—and used the experience sampling method to examine the resource replenishment and depletion processes linking daily active organizational citizenship behaviors to subsequent organizational citizenship behaviors and deviance behaviors. Moreover, we explored whether interpersonal skill can moderate these effects. We collected data from various types of full-time employees across 10 working days, and the data is composed of 1717 daily-surveys from 206 employees.
The results of Mplus suggested that proactive engaged in organizational citizenship behaviors enhance employees’ work engagement state and leading them to demonstrating more organizational citizenship behaviors on the next day. And good interpersonal skill would strengthen this association; however, when employees with poor interpersonal skill who have more organizational citizenship behaviors will increase their deviation behaviors via increase the need of recovery. We discuss implications of these findings, limitation and directions for future research.

學位論文審定書 i
中文摘要 ii
英文摘要 iii
目錄 iv
圖次 v
表次 v
第一章 緒論 1
第二章 理論與假設 5
第一節 主動組織公民行為、工作敬業與隔日組織公民行為：自我決定觀點 5
第二節 主動組織公民行為、恢復需求與當日人際偏差行為：資源保存觀點 6
第三節 助人技能對主動組織公民行為正/負向歷程的干擾效果 8
第三章 研究方法 11
第一節 研究樣本與施測程序 11
第二節 研究工具 12
第三節 資料分析方法 14
第四章 研究結果 15
第一節 敘述性統計與相關係數 15
第二節 驗證性因素分析 15
第三節 假設檢定 16
第五章 討論與建議 20
第一節 結果討論與理論意涵 20
第二節 管理意涵 22
第三節 研究限制與未來建議 22
參考文獻 24
附錄 30

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