遠距工作下員工建言行為之誘發機制研究：檢視一個雙路徑調節中介模型

Abstract

遠距工作能否透過員工之心理歷程促進其建言行為，仍有待釐清。本研究將遠距工作以遠距工作天數與工作靈活度兩種方式予以操作化，並界定心理賦權與正向心情為可能的心理機制，提出「遠距工作—心理賦權／正向心情—建言行為」之雙路徑模型。本研究進一步納入領導者－成員交換關係作為調節變項，以探討遠距工作影響員工建言行為之可能的中介調節效果。

本研究採線上問卷調查法，回收200份有效問卷，樣本跨越不同產業但集中於知識密集型產業，樣本包括男性101人、女性99人，年齡平均值40.95（標準差7.57），多數受訪者具備碩士以上學歷（61.00%）。資料分析運用Hayes（2022）PROCESS巨集進行分析，以Bootstrap法（5,000次抽樣）檢驗本研究假說。研究結果顯示，遠距工作之工作靈活度對建言行為具有正向效果，且遠距工作天數與工作靈活度分別透過心理賦權與正向心情兩條心理路徑對建言行為產生正向影響；此外，領導者－成員交換關係顯著調節遠距工作天數透過正向心情影響建言行為之中介效果，此研究結果支持資源保存理論之資源補償觀點，相對於高領導者－成員交換關係者，對於低領導者－成員交換關係的部屬而言，遠距工作天數透過提高其正向心情，對建言行為產生較高的正向影響。本研究以工作要求－資源模型為整合理論框架，援引資源保存理論之資源補償觀點說明調節機制，研究結果增補吾人對遠距工作、心理賦權、、工作要求－資源模型、資源保存理論，以及領導者－成員交換理論之相關知識，並對彈性工作政策之設計提供實務管理參考。

Whether remote work can foster employee voice behavior through underlying psychological processes remains to be clarified. This study operationalizes remote work along two dimensions, namely remote workdays and work flexibility, and identifies psychological empowerment and positive mood as the potential psychological mechanisms, thereby proposing a dual-path model of "remote work—psychological empowerment / positive mood—voice behavior." Leader-member exchange is further incorporated as a moderator to examine the potential moderated mediation effects through which remote work influences employee voice behavior.

An online survey was conducted, yielding 200 valid responses. The sample spans various industries but is concentrated in knowledge-intensive sectors, comprising 102 male and 99 female respondents, with a mean age of 40.95 years (SD = 7.57); the majority of respondents hold a master's degree or above (61.00%). Data were analyzed using Hayes' (2022) PROCESS macro, with the proposed hypotheses tested through the bootstrapping method based on 5,000 resamples. The results indicate that work flexibility exerts a positive effect on voice behavior, and that both remote work days and work flexibility exert positive effects on voice behavior through the two psychological pathways of psychological empowerment and positive mood. Furthermore, leader-member exchange significantly moderates the mediating effect of remote work days on voice behavior via positive mood. This finding supports the resource-compensation perspective of Conservation of Resources Theory: compared with subordinates with high-quality leader-member exchange, those with low-quality leader-member exchange exhibit a stronger positive effect of remote work days on voice behavior through the enhancement of positive mood. The findings of this study enrich our understanding of remote work, psychological empowerment, and leader-member exchange theory within a Job Demands-Resources (JD-R) framework, while employing the resource-compensation perspective of Conservation of Resources Theory (COR) to account for the moderating mechanism, and offer practical managerial implications for the design of flexible work arrangements.