非正式團體領導者的組織公民行為對員工的影響:探討知覺組織正義的調節效果

Abstract

組織公民行為是指員工的行為超越了組織正式規範內的要求,自發性去做對 組織有益的事情,以及沒有明顯的獎勵制度給予鼓勵。組織公民行為對於組織效 能的提升有很大的幫助,但吾人對於組織中非正式團體領導者組織公民行為的影 響效果所知有限。本研究針對組織中非正式團體領導者的組織公民行為進行探 討,以瞭解其與員工行為和態度之關係,亦檢視知覺組織正義對於上述關係的可 能調節效果。 研究者透過個人關係獲得 154 份樣本,研究結果發現,非正式團體領導者的 組織公民行為與員工的組織公民行為具有正向關聯性;其次,非正式團體領導者 的組織公民行為與員工的工作滿足亦具有正向關聯性;第三,知覺組織正義對非 正式團體領導者的組織公民行為與員工行為和態度之關係具有調節效果。最後, 研究者根據本研究之結果,討論在實務管理上的意涵。

Organizational citizenship behavior is that the employee’s behavior beyond the requirements of the organization within the formal specification. They do these voluntarily, which are beneficial for organization. And there is no obvious reward system to encourage these behaviors. Organizational citizenship behavior is very helpful to enhance organizational effectiveness, but we know little about effects of informal group leader’s organizational citizenship behavior in organization. The research aimed to explore the relationship of informal group leader’s organizational citizenship behavior to employee’s behavior and attitude. This study also examined the moderating effects of perceived organizational justice on the above relationships. Researcher obtained 154 samples through a personal relationship. The research results showed that informal group leader’s organizational citizenship behavior has positive relationship with employee’s organizational citizenship behavior. Also, informal group leader’s organizational citizenship behavior has positive relationship with employee’s job satisfaction. Moreover, perceived organizational justice has moderating effect on the relationship between informal group leader’s organizational citizenship behavior and employee’s behavior and attitude. Finally, this study discussed the practical management implications.