組織倫理氛圍與領導者-成員交換品質能否提升員工建言行爲？探討心理安全感之中介效果

Abstract

本研究旨在探討心理安全感是否為員工知覺的組織倫理氛圍與領導者-成員交換品質對其建言行爲的影響之中介機制。本研究採用網路平台發送問卷的方式蒐集資料，問卷發放分兩階段進行，中間間隔一個月，填答者為全職工作者，共計178份有效樣本。研究結果顯示，不同類型的組織倫理氛圍對員工建言呈現不同的影響效果。關懷型倫理氛圍、規則型倫理氛圍、法律與規範型倫理氛圍、獨立判斷型倫理氛圍均會透過心理安全感的提升，進而促使員工展現更多的建言行爲，而工具型倫理氛圍則會透過心理安全感的降低，進而抑制員工展現建言行爲。另外，員工知覺與主管之間的領導者-成員交換品質越高，其心理安全感越高，進而促使其展現其建言行爲。最後，研究者討論本研究結果的理論貢獻與實務管理意涵。

The purpose of this study is to examine whether psychological safety is the mediating mechanism of the effects of employees’ perceived organizational ethical climate and leader-member exchange quality on their voice behavior. This study used a two-stage online survey method to collect data, with one-month apart in between the two surveys. The effective sample contains 178 full-time respondents. Study results showed that different types of organizational ethical climate exerted a different effect on employee voice behavior. Employees’ perceived caring ethical climate, perceived rules ethical climate, perceived law and code ethical climate, and perceived independent ethical climate all had a positive effect on employee voice behavior through psychological safety, while perceived instrumental ethical climate had a negative effect on employee voice behavior through psychological safety. Also, employees’ perceived leader-member exchange quality exerted a positive effect on their voice behavior through psychological safety. In the end, the researcher discussed the theoretical contribution and managerial implications of the study results.