知恥近乎勇？華人主管知恥管理行為之內涵探討、量表發展與效度分析

Abstract

本研究嘗試探索華人主管的知恥管理行為，並透過三個子研究釐清知恥管理行為的概念內涵與進行效度分析。子研究一透過關鍵事例法，由主管的角度理解知恥管理行為的內涵，再以部屬的角度向度檢核，並進行量表編製以利衡量知恥管理行為。子研究二透過驗證性因素分析，檢視子研究一建構的向度與量表結構適切性。子研究三透過Daniels與Robinson（2019）之組織中的羞恥框架，探討不同向度的知恥管理行為會透過哪些不同心理機制（減輕羞恥的動機），引發不同的部屬行為反應。結果發現，華人主管的知恥管理行為包含點到為止、收拾殘局，以及言語抨擊三個向度；其中，點到為止會透過修復動機的中介，增加部屬對主管的組織公民行為與績效改進；收拾殘局會增加部屬的保護動機；而言語抨擊會透過防禦動機的中介，增加部屬對主管的偏差行為與隱性攻擊。整體而言，本研究相較於過去既有研究，提出了更具體的知恥管理行為內涵，並了解了知恥管理行為會如何透過不同的心理機制產生不同的部屬行為；在學術上針對主管行為與羞恥情緒之關聯性有進一步地認識，在實務上也提供主管另外一種可能用以改變部屬行為的管理方式。

The study attempts to explore the "shaming management behaviors" of Chinese supervisors and to clarify the concept and validity of shaming management behaviors through three studies. Study 1 used the critical incident technique to understand the content of shaming management behaviors from the perspective of supervisors, verified it from the perspective of subordinates, and developed a scale to measure shaming management behaviors; Study 2 used confirmatory factor analysis to examine the factor structure of the shaming management behaviors scale developed in Study 1; Study 3 used Daniels and Robinson’s (2019) framework of shame in organizations to explore how different dimensions of shaming management behaviors can trigger different subordinate behaviors through different psychological mechanisms. The findings show that the shaming management behaviors of Chinese supervisors can be divided into three dimensions: pointing out the problem, cleaning up the mess, and verbal attacks. The three dimensions will trigger different subordinate behaviors through different mediators. Specifically, pointing out the problem can increase subordinates' supervisor-directed organizational citizenship behaviors and performance improvement through the mediation of repair motive; cleaning up messes can increase subordinates' protection motive; while verbal attacks can increase subordinates' supervisor-targeted aggression and covert victimization through the mediation of defend motive. Overall, compared with previous studies, this study demonstrates the content of shaming management behaviors and clarifies how shaming management behaviors can produce different subordinate behaviors. This study not only helps understand the association between supervisors’ shaming management behaviors and subordinates’ shame emotion in academia but also provides supervisors with special management behaviors that may be used to change subordinates’ behaviors in practice.