為『誰』辛苦為『誰』忙?職場中個我取向與主管取向成就動機之量表建立及中介效果檢驗

Abstract

過去學者期望能使用個我取向成就動機與社會取向成就動機來預測職場當中員工的工作績效，然而兩種成就動機在職場方面的研究卻一直較稀缺。回顧過去研究，發現過去量表使用大量家庭與學校場域的描述，這使得其量表難以運用在職場上。為了填補這些缺口，本研究將編製新的個我取向成就動機量表與主管取向成就動機量表，新的量表將專注於職場場域、並固定社會取向成就動機中的他人為主管(將社會取向成就動機轉換為主管取向成就動機)；除此之外，為回答個我取向與主管取向成就動機和工作績效的關係，並同時區辨這兩者，故本研究也將探索兩種成就動機各自的作用機制。本研究將分為兩部分進行，研究一為量表建立，包含了對過去題目的整理與篩選，以及透過因素分析對量表進行修訂；研究二為中介效果檢驗，其目的為檢驗編製量表之效度，進一步區辨個我取向成就動機與主管取向成就動機，並找出兩種成就動機各自的作用機制。經資料分析後，得到具良好信效度之個我取向成就動機與主管取向成就動機量表各6題，共12題。且發現個我取向成就動機會透過自我反思投入而對工作績效有正向關係；主管取向成就動機透過個人/主管適配度而對工作績效有正向關係。

Past researchers intended to conduct individual-oriented achievement motivation and social-oriented achievement motivation in workplace to predict subordinates’ job performance. However, from so far there are few studies in workplace. Reviewing the past studies, we find out that past scales focus on family and education field. As a result, it might be hard to conduct past scales in workplace. To bridge the gap of past scales, this research attempt to develop new scales of individual-oriented achievement motivation (IOAM) and supervisor-oriented achievement motivation (SOAM). The new scales focus on workplace, and define the others in the social-oriented achievement motivation as supervisor (social-oriented achievement motivation revers to supervisor -oriented achievement motivation revers). Otherswise, in order to use IOAM and SOAM to predict subordinates’ job performance and distinguish IOAM and SOAM, this research also attempt to find out different mechanisms of IOAM and SOAM to job performance. There are two parts in this research. In Study1, this research develop the new IOAM and SOAM scales, which including the integration of past scales and reviosn of scales by factor analysis. In Study2, in order to distinguishing IOAM and SOAM and find out the mechanisms of IOAM and SOAM, this research investigates mediation effect of IOAM and SOAM to job performance. As the result, new IOAM and SOAM had both 6 items. The IOAM and SOAM scales had great reliability and validity. According to the data outcome, IOAM can promote job performance via engagement in self-reflection. SOAM can promote job performance via subordinate-supervisor fit.