員工參與公司志工服務方案對組織認同之影響： 一項歷程觀點探討

Abstract

過去研究顯示員工參與公司的活動，特別是一些社區服務的活動能夠有效的達成自我概念的轉變，進而引發深層認同。儘管過去員工參與公司志工服務的研究已有一些成果，但少有學者說明此活動對員工心理與行為的影響，更遑論其形塑之歷程。為了彌補此一缺口，本研究目的為了解員工參與志工服務的過程中會發生什麼樣的認知轉變，並如何達到深層組織認同的狀態。本研究採用質化研究中的深度訪談作為資料收集方法，並恪守鄭伯壎與黃敏萍(2008)的案例內分析步驟，共訪談17名員工。研究結果發現，員工參與公司志工服務方案之過程可分成四階段，其組織認同亦產生四階段的質變：形象認同、契合認同、內化認同及整合認同。初次參與階段透過知覺到組織正面形象而產生形象認同。在持續參與的過程中，員工透過服務對自我產生新認定，且亦對組織價值觀進行再認定；這兩者的再認定具有相似性而產生契合認同。於主動邀約階段，員工重新思考公司推行此服務之意義，而產生再建構過程，此認知過程可幫助員工內化組織價值觀。最後，若員工同時具備有主管身分，基於前一階段已了解公司推行此服務之意涵及公司價值觀，在與工作不衝突之下，員工會統籌計劃活動邀請其同事、部屬參加；而在這過程中，個人自我實現達到最高峰，並且會將組織價值觀與個人其他面相結合而達到整合認同。最後根據研究結果進一步討論理論與實務意涵、研究限制及未來研究方向。

Previous studies showed that when employees participate company's activity, especially for some community service activity which named corporate volunteer program（CVP）, it can change their self-concept. Furthermore, it can also enhance their deep organizational identification. Although, some studies started to focus on CVP, it still lacks evidence to show how does it affect employee's behavior and their thought, not to mention its process. To understand this, this study aimed to explore what kind of cognition will happen during CVP, and how does it shape employee's deep-structured organizational identification. The study adopt deep interview of qualitative research as data collection's method, total has 17 subjects. The result showed that CVP affects on organizational identification can be divided into 4 stages：image identification, fit identification, internalization identification, and integrated identification. At the first stage, employee can perceived organization positive image so that enhance their image identification. At the second stage, through this program,employee can rebuild their new identity; at the same time, they can also reconstruct organization's value. These two new identities, can help employee rethink why company wanted to promote this activity, this process we named it as 'reconstruct'. As employee has this reconstruction during his/her process of CVP, he/she can achieve internalization identification. At the end stage, if employee change their role during this period, such as to become a manager, as they had internalized company's value and why company wanted to promote it. Without the conflict between work and participating CVP, they will conduct a CVP and also invite their colleagues, subordinates. At this period, they can achieve self-actualization, and will integrate organization's value and themselves. Lastly, this study also provided the contributions of the findings, theory contributions and managerial implications. Limitation and future research directions are also discussed.