家族企業接班人與資深主管的信任關係對員工態度與行為之影響：探討心理安全的中介效果

Abstract

本研究探討心理安全對於員工知覺企業接班人-資深主管間信任關係與其態度、行為之關連性的中介效果。研究者以國內二十九間進行接班中的中小企業從業人員為研究對象，進行匿名問卷調查，有效問卷共計240份。研究結果支持所提假說。1.接班人與資深主管的信任關係與員工心理安全具有正向關連性。2.員工心理安全對接班人-資深主管的信任關係與離職傾向具有中介效果。亦即，接班人-資深主管的信任關係越強，員工有越高的心理安全，進而其離職傾向將會降低。3.員工心理安全對接班人-資深主管的信任關係與工作滿足感的關係具有中介效果。亦即，接班人-資深主管的信任關係越強，員工有越高的心理安全，進而其工作滿足感將會提升。4.員工心理安全對接班人-資深主管的信任關係與建言行為的關係具有中介效果。亦即，接班人-資深主管的信任關係越強，員工有越高的心理安全，進而越會展現出建言行為。文末，研究者提出幾點實務建議，分別為「培養專業知識、厚實實務經驗」、「尊重專業的價值」、「視資深主管的經驗為公司重要資產」及「營造公司內部正向情緒氛圍」，以培養企業傳承良性溝通，創造多贏的格局。

This study examines the mediating effect by psychological safety on the relationship between the perceived trust between business successors and senior managers on employees’ attitudes and behaviors. The researched conducted anonymous questionnaire surveys on employees from 29 small and median size companies under succession perspective of employees. A total of 240 valid questionnaires were obtained. Study findings supported the proposed hypotheses: 1. The trust between successors and senior managers was positively related to employees' psychological safety. 2. Employees' psychological safety had a mediating effect on the relationship between successor-senior manager trust relationship and turnover tendency. That is, the stronger the trust between successors and senior managers, the higher the psychological safety of employees, and the lower the latter’s turnover intention. 3. The psychological safety of employees had a mediating effect on the relationship between trust between successors and senior managers and job satisfaction. That is, the stronger the trust between successor and senior managers, the higher the psychological safety of employees, and the higher the latter’s job satisfaction will be. 4. The psychological safety of employees had a mediating effect on the relationship between the trust between successors and senior managers and the latter’s voice behaviors. That is, the stronger the successor-senior manager trust relationship, the higher the employees' psychological safety, and the more the latter will exhibit voice behaviors. In the end, the researcher proposed several practical recommendations: Successors should cultivate professional knowledge and accumulate practical experiences, respect the value of professionalism, view senior managers’ experiences as key company assets, and create a positive emotional atmosphere within the company so that a positive corporate communication can be sustained and an all-win situation can be created.