探討組織控制風格與居家工作行為控制機制之關聯

Abstract

控制向來是組織管理的重要機制之一，主管透過行為與結果等控制類型監督及衡量員工績效表現以實現組織目標。然而突如其來的新冠疫情讓居家工作成為新常態，企業既有的管理控制模式仍會持續存在，但居家工作讓員工行為不再能被直接觀察，此時管理控制也應配合居家工作有所調整。故本研究以知覺管理控制(包含知覺市場控制、知覺科層控制及知覺族群控制)為自變項，以居家工作下的行為控制機制(包含開會強度、是否打卡、是否傳送個人位置、是否撰寫工作日誌及是否開晨會)為依變項，進行統計檢驗分析並探討變項之間的關聯。 本研究採網路問卷蒐集資料，共回收252份有效樣本，研究結果發現：(1)知覺市場控制與居家工作下的行為控制呈現正向關聯；(2)知覺族群控制與居家工作下的行為控制呈現負向關聯；(3)知覺科層控制與居家工作下的行為控制無顯著關聯。建議組織能綜合評估既有的管理控制模式與居家工作的情境條件，適當運用行為控制以協助員工工作進展及績效衡量。

The purpose of organizational control is to ensure the attainment of desired organizational goals. Through behavior or outcome control, supervisors can monitor, compare and correct employee work performance. However, the COVID-19 pandemic outbreak has made many employees switch to work from home (WFH), which also brings changes to the way companies manage their staffs. The existing control mechanism would continue, yet WFH makes subordinates’ behaviors no longer directly observable and the control method need to be adjusted to better fit the WFH context. The aim of this study is to examine the relationship between perceived managerial control, including perceived market control, perceived bureaucratic control and perceived clan control, and WFH behavior control mechanism, including meeting intensity, check-in, sending GPS location, writing work diary, and morning meeting. In this study, a total of 252 valid samples are collected through online questionnaires. First, results shows that perceived market control has a positive effect on WFH behavior control. Second, perceived clan control has a negative effect on WFH behavior control. Third, perceived bureaucratic control has no significant effect on WFH behavior control. The results suggest that organizations evaluate the existing control mechanism comprehensively, capture the contextual conditions of WFH, and use behavior control appropriately to assist employees in work progress and performance measurement.