請用此 Handle URI 來引用此文件:
http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/85872完整後設資料紀錄
| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 戚樹誠(Shu-Cheng Chi) | |
| dc.contributor.author | Yu-Han Kao | en |
| dc.contributor.author | 高鈺涵 | zh_TW |
| dc.date.accessioned | 2023-03-19T23:27:10Z | - |
| dc.date.copyright | 2022-09-27 | |
| dc.date.issued | 2022 | |
| dc.date.submitted | 2022-09-23 | |
| dc.identifier.citation | 林威德. (2015). 領導風格與員工建言之關係: 調控焦點的中介效果. 林宣妤. (2018). 職場排擠對員工工作態度與行為之影響. 張嘉倩. (2021). 旁觀者知覺職場霸凌與離職傾向之關係——以心理安全感與情緒耗竭為中介變項. 彭台光, 高月慈, & 林鉦棽. (2006). 管理研究中的共同方法變異: 問題本質, 影響, 測試和補救. 管理學報, 23(1), 77-98. 彭柏脩. (2016). 主從交換關係與倫理氛圍對服務破壞與工作績效之影響—以服務業員工福利滿意度為調節變項. 戴久永, 劉祥得, & 吳怡婷. (2009). 倫理氛圍影響工作績效與離職意圖之研究. 經營管理論叢, 157-173. Arnaud, A. (2006). A new theory and measure of ethical work climate: The psychological process model (PPM) and the ethical climate index (ECI). University of Central Florida. Arnaud, A. (2010). Conceptualizing and measuring ethical work climate: Development and validation of the ethical climate index. Business & Society, 49(2), 345-358. Aryee, S., & Chen, Z. X. (2006). Leader–member exchange in a Chinese context: Antecedents, the mediating role of psychological empowerment and outcomes. Journal of business research, 59(7), 793-801. Aryee, S., Walumbwa, F. O., Mondejar, R., & Chu, C. W. (2017). Core self-evaluations and employee voice behavior: Test of a dual-motivational pathway. Journal of management, 43(3), 946-966. Barnett, T., & Schubert, E. (2002). Perceptions of the ethical work climate and covenantal relationships. Journal of Business Ethics, 36(3), 279-290. Bergeron, D. M., & Thompson, P. S. (2020). Speaking up at work: the role of perceived organizational support in explaining the relationship between perceptions of organizational politics and voice behavior. The Journal of Applied Behavioral Science, 56(2), 195-215. Botero, I. C., & Van Dyne, L. (2009). Employee voice behavior: Interactive effects of LMX and power distance in the United States and Colombia. Management Communication Quarterly, 23(1), 84-104. Brislin, R. W. (1970). Back-translation for cross-cultural research. Journal of cross-cultural psychology, 1(3), 185-216. Burris, E. R., Detert, J. R., & Chiaburu, D. S. (2008). Quitting before leaving: the mediating effects of psychological attachment and detachment on voice. Journal of applied psychology, 93(4), 912. Chamberlin, M., Newton, D. W., & Lepine, J. A. (2017). A meta‐analysis of voice and its promotive and prohibitive forms: Identification of key associations, distinctions, and future research directions. Personnel Psychology, 70(1), 11-71. Chan, D. (2006). Interactive effects of situational judgment effectiveness and proactive personality on work perceptions and work outcomes. Journal of Applied Psychology, 91(2), 475. Cheng, M. Y., & Wang, L. (2015). The mediating effect of ethical climate on the relationship between paternalistic leadership and team identification: A team-level analysis in the Chinese context. Journal of business ethics, 129(3), 639-654. Chughtai, A. A. (2016). Servant leadership and follower outcomes: Mediating effects of organizational identification and psychological safety. The Journal of psychology, 150(7), 866-880. Craft, J. L. (2013). A review of the empirical ethical decision-making literature: 2004–2011. Journal of business ethics, 117(2), 221-259. DeConinck, J. B. (2015). Outcomes of ethical leadership among salespeople. Journal of business research, 68(5), 1086-1093. Detert, J. R., & Burris, E. R. (2007). Leadership behavior and employee voice: Is the door really open?. Academy of management journal, 50(4), 869-884. Dienesch, R. M., & Liden, R. C. (1986). Leader-member exchange model of leadership: A critique and further development. Academy of management review, 11(3), 618-634. Domino, M. A., Wingreen, S. C., & Blanton, J. E. (2015). Social cognitive theory: The antecedents and effects of ethical climate fit on organizational attitudes of corporate accounting professionals—a reflection of client narcissism and fraud attitude risk. Journal of Business Ethics, 131(2), 453-467. Duan, J., Kwan, H. K., & Ling, B. (2014). The role of voice efficacy in the formation of voice behaviour: A cross-level examination. Journal of Management & Organization, 20(4), 526-543. Duan, J., Lapointe, É., Xu, Y., & Brooks, S. (2019). Why do employees speak up? Examining the roles of LMX, perceived risk and perceived leader power in predicting voice behavior. Journal of Managerial Psychology. Dulebohn, J. H., Bommer, W. H., Liden, R. C., Brouer, R. L., & Ferris, G. R. (2012). A meta-analysis of antecedents and consequences of leader-member exchange: Integrating the past with an eye toward the future. Journal of management, 38(6), 1715-1759. Dunegan, K. J., Uhl-Bien, M., & Duchon, D. (2002). LMX and subordinate performance: The moderating effects of task characteristics. Journal of Business and Psychology, 17(2), 275-285. Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative science quarterly, 44(2), 350-383. Edmondson, A. C., & Lei, Z. (2014). Psychological safety: The history, renaissance, and future of an interpersonal construct. Annual review of organizational psychology and organizational behavior, 1(1), 23-43. Edmondson, A. C., & Mogelof, J. P. (2006). Explaining psychological safety in innovation teams: organizational culture, team dynamics, or personality?. In Creativity and innovation in organizational teams (pp. 129-156). Psychology Press. Farh, J. L., Zhong, C. B., & Organ, D. W. (2004). Organizational citizenship behavior in the People’s Republic of China. Organization Science, 15(2), 241-253. Farrell, D. (1983). Exit, voice, loyalty, and neglect as responses to job dissatisfaction: A multidimensional scaling study. Academy of management journal, 26(4), 596-607. Fischer, R., Ferreira, M. C., Van Meurs, N., Gok, K., Jiang, D. Y., Fontaine, J. R., ... & Abubakar, A. (2019). Does organizational formalization facilitate voice and helping organizational citizenship behaviors? It depends on (national) uncertainty norms. Journal of International Business Studies, 50(1), 125-134. Frazier, M. L., Fainshmidt, S., Klinger, R. L., Pezeshkan, A., & Vracheva, V. (2017). Psychological safety: A meta‐analytic review and extension. Personnel Psychology, 70(1), 113-165. Frese, M., Teng, E., & Wijnen, C. J. (1999). Helping to improve suggestion systems: Predictors of making suggestions in companies. Journal of Organizational Behavior, 20(7), 1139-1155. George, D., & Mallery, P. (2003). Edition 4. SPSS for Windows step by step: A simple guide and reference. 11.0 update. Gerpott, F. H., Wenzel, R., Lehmann-Willenbrock, N., & Voelpel, S. C. (2015). Age-diverse training groups: How knowledge sharing & psychological safety promote learning outcomes. In Academy of Management Proceedings (Vol. 2015, No. 1, p. 11691). Briarcliff Manor, NY 10510: Academy of Management. Ghosh, K. (2015). Benevolent leadership in not-for-profit organizations: Welfare orientation measures, ethical climate and organizational citizenship behaviour. Leadership & Organization Development Journal. Goebel, S., & Weißenberger, B. E. (2017). The relationship between informal controls, ethical work climates, and organizational performance. Journal of business ethics, 141(3), 505-528. Goldman, A., & Tabak, N. (2010). Perception of ethical climate and its relationship to nurses’ demographic characteristics and job satisfaction. Nursing Ethics, 17(2), 233-246. Gorden, W. I. (1988). Range of employee voice. Employee Responsibilities and Rights Journal, 1(4), 283-299. Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The leadership quarterly, 6(2), 219-247. Graen, G., & Cashman, J. F. (1975). A role-making model of leadership in formal organizations: A developmental approach. Leadership frontiers, 143, 165. Guchait, P., Abbott, J. L., Lee, C. K., Back, K. J., & Manoharan, A. (2019). The influence of perceived forgiveness climate on service recovery performance: The mediating effect of psychological safety and organizational fairness. Journal of Hospitality and Tourism Management, 40, 94-102. Hayes, A. F. (2017). Introduction to mediation, moderation, and conditional process analysis: A regression-based approach. Guilford publications. Hirschman, A. O. (1970). Exit, voice, and loyalty: Responses to decline in firms, organizations, and states (Vol. 25). Harvard university press. Hsiung, H. H. (2012). Authentic leadership and employee voice behavior: A multi-level psychological process. Journal of business ethics, 107(3), 349-361. Hu, Y., Zhu, L., Zhou, M., Li, J., Maguire, P., Sun, H., & Wang, D. (2018). Exploring the influence of ethical leadership on voice behavior: how leader-member exchange, psychological safety and psychological empowerment influence employees’ willingness to speak out. Frontiers in psychology, 9, 1718. Huang, C. C., You, C. S., & Tsai, M. T. (2012). A multidimensional analysis of ethical climate, job satisfaction, organizational commitment, and organizational citizenship behaviors. Nursing ethics, 19(4), 513-529. Iqbal, A., Latif, K. F., & Ahmad, M. S. (2020). Servant leadership and employee innovative behavior: exploring psychological pathways. Leadership & Organization Development Journal. Jaramillo, F., Mulki, J. P., & Boles, J. S. (2013). Bringing meaning to the sales job: The effect of ethical climate and customer demandingness. Journal of Business Research, 66(11), 2301-2307. Javed, B., Naqvi, S. M. M. R., Khan, A. K., Arjoon, S., & Tayyeb, H. H. (2019). Impact of inclusive leadership on innovative work behavior: The role of psychological safety. Journal of Management & Organization, 25(1), 117-136. Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of management journal, 33(4), 692-724. Kaiser, H. F. (1974). An index of factorial simplicity. Psychometrika, 39(1), 31-36. Kakkar H. & Tangirala S. (2018). If Your Employees Aren’t Speaking Up, Blame Company Culture. Harvard Business Review. Klaas, B. S., Olson-Buchanan, J. B., & Ward, A. K. (2012). The determinants of alternative forms of workplace voice: An integrative perspective. Journal of management, 38(1), 314-345. Lapointe, E., & Vandenberghe, C. (2018). Examination of the relationships between servant leadership, organizational commitment, and voice and antisocial behaviors. Journal of Business Ethics, 148(1), 99-115. Lee, D., Choi, Y., Youn, S., & Chun, J. U. (2017). Ethical leadership and employee moral voice: The mediating role of moral efficacy and the moderating role of leader–follower value congruence. Journal of Business Ethics, 141(1), 47-57. Lemmergaard, J. (2004). Tolerance for Ambiguity: The Intersection between Ethical Climate, Psychological Climate, and Ethnic Diversity. Syddansk Universitetsforlag. Lemmergaard, J., & Lauridsen, J. (2008). The ethical climate of Danish firms: A discussion and enhancement of the ethical-climate model. Journal of business Ethics, 80(4), 653-675. Leung, A. S. (2008). Matching ethical work climate to in-role and extra-role behaviors in a collectivist work setting. Journal of business ethics, 79(1), 43-55. Liang, J., Farh, C. I., & Farh, J. L. (2012). Psychological antecedents of promotive and prohibitive voice: A two-wave examination. Academy of Management journal, 55(1), 71-92. Liao, H., Liu, D., & Loi, R. (2010). Looking at both sides of the social exchange coin: A social cognitive perspective on the joint effects of relationship quality and differentiation on creativity. Academy of Management Journal, 53(5), 1090-1109. Liden, R. C., & Maslyn, J. M. (1998). Multidimensionality of leader-member exchange: An empirical assessment through scale development. Journal of management, 24(1), 43-72. Liden, R. C., Sparrowe, R. T., & Wayne, S. J. (1997). Leader-member exchange theory: The past and potential for the future. Liu, J., Wang, J., Geng, Z., & Wang, Y. (2021). Linking leader–member exchange to employee voice behavior: The mediating role of self-efficacy. Social Behavior and Personality: an international journal, 49(12), 1-8. Liu, W., Zhu, R., & Yang, Y. (2010). I warn you because I like you: Voice behavior, employee identifications, and transformational leadership. The leadership quarterly, 21(1), 189-202. Luria, G., & Yagil, D. (2008). Procedural justice, ethical climate and service outcomes in restaurants. International Journal of Hospitality Management, 27(2), 276-283. Martin, K. D., & Cullen, J. B. (2006). Continuities and extensions of ethical climate theory: A meta-analytic review. Journal of business ethics, 69(2), 175-194. Martin, R., Guillaume, Y., Thomas, G., Lee, A., & Epitropaki, O. (2016). Leader–member exchange (LMX) and performance: A meta‐analytic review. Personnel psychology, 69(1), 67-121. May, D. R., Gilson, R. L., & Harter, L. M. (2004). The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work. Journal of occupational and organizational psychology, 77(1), 11-37. Maynes, T. D., & Podsakoff, P. M. (2014). Speaking more broadly: An examination of the nature, antecedents, and consequences of an expanded set of employee voice behaviors. Journal of Applied Psychology, 99(1), 87. Men, C., Fong, P. S., Huo, W., Zhong, J., Jia, R., & Luo, J. (2020). Ethical leadership and knowledge hiding: A moderated mediation model of psychological safety and mastery climate. Journal of Business Ethics, 166(3), 461-472. Milliken, F. J., Morrison, E. W., & Hewlin, P. F. (2003). An exploratory study of employee silence: Issues that employees don’t communicate upward and why. Journal of management studies, 40(6), 1453-1476. Moin, M. F., Omar, M. K., Wei, F., Rasheed, M. I., & Hameed, Z. (2021). Green HRM and psychological safety: How transformational leadership drives follower’s job satisfaction. Current issues in Tourism, 24(16), 2269-2277. Morrison, E. W. (2011). Employee voice behavior: Integration and directions for future research. Academy of Management annals, 5(1), 373-412. Morrison, E. W., & Milliken, F. J. (2000). Organizational silence: A barrier to change and development in a pluralistic world. Academy of Management review, 25(4), 706-725. Morrison, E. W., Wheeler-Smith, S. L., & Kamdar, D. (2011). Speaking up in groups: a cross-level study of group voice climate and voice. Journal of Applied Psychology, 96(1), 183. Mulki, J. P., Jaramillo, F., & Locander, W. B. (2006). Effects of ethical climate and supervisory trust on salesperson’s job attitudes and intentions to quit. Journal of Personal Selling & Sales Management, 26(1), 19-26. Nemanich, L. A., & Vera, D. (2009). Transformational leadership and ambidexterity in the context of an acquisition. The Leadership Quarterly, 20(1), 19-33. Newman, A., Donohue, R., & Eva, N. (2017). Psychological safety: A systematic review of the literature. Human resource management review, 27(3), 521-535. Newman, A., Round, H., Bhattacharya, S., & Roy, A. (2017). Ethical climates in organizations: A review and research agenda. Business Ethics Quarterly, 27(4), 475-512. Ng, T. W., & Feldman, D. C. (2012). Employee voice behavior: A meta‐analytic test of the conservation of resources framework. Journal of Organizational Behavior, 33(2), 216-234. Olson, L. L. (1998). Hospital nurses’ perceptions of the ethical climate of their work setting. Image: the journal of nursing scholarship, 30(4), 345-349. Pauly, B., Varcoe, C., Storch, J., & Newton, L. (2009). Registered nurses’ perceptions of moral distress and ethical climate. Nursing ethics, 16(5), 561-573. Potipiroon, W., & Wongpreedee, A. (2021). Ethical climate and whistleblowing intentions: Testing the mediating roles of public service motivation and psychological safety among local government employees. Public Personnel Management, 50(3), 327-355. Preacher, K. J., & Hayes, A. F. (2004). SPSS and SAS procedures for estimating indirect effects in simple mediation models. Behavior research methods, instruments, & computers, 36(4), 717-731. Putranta, M. P., & Kingshott, R. P. J. (2011). The relationships between ethical climates, ethical ideologies and rganizational commitment within Indonesian higher education institutions. Journal of Academic Ethics, 9(1), 43-60. Rasheed, M. A., Shahzad, K., Conroy, C., Nadeem, S., & Siddique, M. U. (2017). Exploring the role of employee voice between high-performance work system and organizational innovation in small and medium enterprises. Journal of Small Business and Enterprise Development. Rest, J. R. (1984). The major components of morality. New York: John Wiley. Rest, J. R. (1986). Moral development: Advances in research and theory. New York: Praeger. Rosenblatt, Z., & Peled, D. (2002). School ethical climate and parental involvement. Journal of Educational Administration. Schein, E. H., & Bennis, W. G. (1965). Personal and organizational change through group methods: The laboratory approach. New York: Wiley. Schneider, B., Ehrhart, M. G., & Macey, W. H. (2013). Organizational climate and culture. Annual review of psychology, 64(1), 361-388. Schwepker Jr, C. H. (2001). Ethical climate’s relationship to job satisfaction, organizational commitment, and turnover intention in the salesforce. Journal of business research, 54(1), 39-52. Sher, P. J. H., Zhuang, W. L., Wang, M. C., Peng, C. J., & Lee, C. H. (2019). Moderating effect of perceived organizational support on the relationship between leader–member exchange and expatriate voice in multinational banks. Employee Relations: The International Journal. Sherf, E. N., Parke, M. R., & Isaakyan, S. (2021). Distinguishing voice and silence at work: Unique relationships with perceived impact, psychological safety, and burnout. Academy of Management Journal, 64(1), 114-148. Shin, Y. (2012). CEO ethical leadership, ethical climate, climate strength, and collective organizational citizenship behavior. Journal of business ethics, 108(3), 299-312. Sinclair, A. (1993). Approaches to organisational culture and ethics. Journal of Business ethics, 12(1), 63-73. Suhonen, R., Stolt, M., Gustafsson, M. L., Katajisto, J., & Charalambous, A. (2014). The associations among the ethical climate, the professional practice environment and individualized care in care settings for older people. Journal of advanced nursing, 70(6), 1356-1368. Takeuchi, R., Chen, Z., & Cheung, S. Y. (2012). Applying uncertainty management theory to employee voice behavior: An integrative investigation. Personnel Psychology, 65(2), 283-323. Tangirala, S., & Ramanujam, R. (2008). Exploring nonlinearity in employee voice: The effects of personal control and organizational identification. Academy of Management Journal, 51(6), 1189-1203. Treviño, L. K., Butterfield, K. D., & McCabe, D. L. (1998). The ethical context in organizations: Influences on employee attitudes and behaviors. Business ethics quarterly, 8(3), 447-476. Tröster, C., & Van Knippenberg, D. (2012). Leader openness, nationality dissimilarity, and voice in multinational management teams. Journal of International Business Studies, 43(6), 591-613. Tsai, M. T., & Huang, C. C. (2008). The relationship among ethical climate types, facets of job satisfaction, and the three components of organizational commitment: A study of nurses in Taiwan. Journal of Business Ethics, 80(3), 565-581. Tyler, T. R., Lind, E. A., & Huo, Y. J. (2000). Cultural values and authority relations: The psychology of conflict resolution across cultures. Psychology, Public Policy, and Law, 6(4), 1138. Tynan, R. (2005). The effects of threat sensitivity and face giving on dyadic psychological safety and upward communication 1. Journal of Applied Social Psychology, 35(2), 223-247. Van Dyne, L., & LePine, J. A. (1998). Helping and voice extra-role behaviors: Evidence of construct and predictive validity. Academy of Management journal, 41(1), 108-119. Van Dyne, L., Kamdar, D., & Joireman, J. (2008). In-role perceptions buffer the negative impact of low LMX on helping and enhance the positive impact of high LMX on voice. Journal of Applied Psychology, 93(6), 1195. Van Gils, S., Hogg, M. A., Van Quaquebeke, N., & van Knippenberg, D. (2017). When organizational identification elicits moral decision-making: A matter of the right climate. Journal of Business Ethics, 142(1), 155-168. Victor, B., & Cullen, J. B. (1988). The organizational bases of ethical work climates. Administrative science quarterly, 101-125. Walumbwa, F. O., & Schaubroeck, J. (2009). Leader personality traits and employee voice behavior: mediating roles of ethical leadership and work group psychological safety. Journal of applied psychology, 94(5), 1275. Wang, D., Gan, C., & Wu, C. (2016). LMX and employee voice: A moderated mediation model of psychological empowerment and role clarity. Personnel Review. Wang, H. K., & Yen, Y. F. (2021). How the organizational ethical climate accounts for employee voice behavior: a multilevel analysis. Asia Pacific Journal of Human Resources. Wang, R., & Jiang, J. (2015). How abusive supervisors influence employees’ voice and silence: The effects of interactional justice and organizational attribution. The Journal of social psychology, 155(3), 204-220. Wang, Y. D., & Hsieh, H. H. (2013). Organizational ethical climate, perceived organizational support, and employee silence: A cross-level investigation. Human relations, 66(6), 783-802. Weeks, W. A., Loe, T. W., Chonko, L. B., & Wakefield, K. (2004). The effect of perceived ethical climate on the search for sales force excellence. Journal of personal selling & sales management, 24(3), 199-214. Wimbush, J. C., & Shepard, J. M. (1994). Toward an understanding of ethical climate: Its relationship to ethical behavior and supervisory influence. Journal of Business ethics, 13(8), 637-647. Wyld, D. C., & Jones, C. A. (1997). The importance of context: The ethical work climate construct and models of ethical decision making--an agenda for research. Journal of Business Ethics, 16(4), 465-472. Xu, D., Zhang, N., Bu, X., & He, J. (2022). The effect of perceived organizational support on the work engagement of Chinese nurses during the COVID-19: the mediating role of psychological safety. Psychology, Health & Medicine, 27(2), 481-487. Zhang, H., & Cao, W. (2021). How can the silence be broken? Caring ethical climate and employee silence. Social Behavior and Personality: an international journal, 49(2), 1-12. Zhang, J., Chiu, R., & Wei, L. (2009). Decision-making process of internal whistleblowing behavior in China: Empirical evidence and implications. Journal of business Ethics, 88(1), 25-41. Zhao, X., Lynch Jr, J. G., & Chen, Q. (2010). Reconsidering Baron and Kenny: Myths and truths about mediation analysis. Journal of consumer research, 37(2), 197-206. Zhou, J., & George, J. M. (2001). When job dissatisfaction leads to creativity: Encouraging the expression of voice. Academy of Management journal, 44(4), 682-696. | |
| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/85872 | - |
| dc.description.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。 | zh_TW |
| dc.description.abstract | 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. | en |
| dc.description.provenance | Made available in DSpace on 2023-03-19T23:27:10Z (GMT). No. of bitstreams: 1 U0001-2109202217471900.pdf: 1297122 bytes, checksum: 7f649b7eaaedcf840c9e0348516b3b73 (MD5) Previous issue date: 2022 | en |
| dc.description.tableofcontents | 誌謝 I 中文摘要 II ABSTRACT III 目錄 IV 圖目錄 VI 表目錄 VII 第一章 緒論 1 第一節 研究背景與動機 1 第二節 研究目的與問題 2 第三節 研究流程 4 第二章 文獻探討 6 第一節 倫理氛圍 6 第二節 LMX品質 11 第三節 心理安全感 14 第四節 員工建言行為 16 第五節 假說推導 20 第三章 研究方法 24 第一節 研究架構與假設 24 第二節 研究工具 25 第三節 研究方法與對象 29 第四節 資料分析方法 29 第四章 研究結果 31 第一節 樣本結構 31 第二節 敘述統計 32 第三節 信度分析 33 第四節 因素分析 33 第五節 相關分析 37 第六節 迴歸分析 40 第五章 結論與建議 44 第一節 研究結論 44 第二節 討論 45 第三節 管理意涵 47 第四節 研究限制與未來建議 49 參考文獻 51 中文文獻 51 英文文獻 51 附錄一:第一階段問卷 62 附錄二:第二階段問卷 66 | |
| dc.language.iso | zh-TW | |
| dc.subject | 知覺組織倫理氛圍 | zh_TW |
| dc.subject | 領導者-成員交換品質 | zh_TW |
| dc.subject | 建言行爲 | zh_TW |
| dc.subject | 心理安全感 | zh_TW |
| dc.subject | 知覺組織氛圍 | zh_TW |
| dc.subject | voice behavior | en |
| dc.subject | perceived organizational ethical climate | en |
| dc.subject | perceived organizational climate | en |
| dc.subject | psychological safety | en |
| dc.subject | leader-member exchange quality | en |
| dc.title | 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 | zh_TW |
| dc.title | Whether Organizational Ethical Climate and Leader-Member Exchange Quality Can Enhance Employee Voice Behavior? Examining the Mediating Effect of Psychological Safety | en |
| dc.type | Thesis | |
| dc.date.schoolyear | 110-2 | |
| dc.description.degree | 碩士 | |
| dc.contributor.oralexamcommittee | 許碧芬(Bi-Fen Hsu),陳淑貞(Shu-Chen Chen) | |
| dc.subject.keyword | 知覺組織倫理氛圍,知覺組織氛圍,心理安全感,領導者-成員交換品質,建言行爲, | zh_TW |
| dc.subject.keyword | perceived organizational ethical climate,perceived organizational climate,psychological safety,leader-member exchange quality,voice behavior, | en |
| dc.relation.page | 67 | |
| dc.identifier.doi | 10.6342/NTU202203753 | |
| dc.rights.note | 同意授權(全球公開) | |
| dc.date.accepted | 2022-09-25 | |
| dc.contributor.author-college | 管理學院 | zh_TW |
| dc.contributor.author-dept | 商學研究所 | zh_TW |
| dc.date.embargo-lift | 2022-09-27 | - |
| 顯示於系所單位: | 商學研究所 | |
文件中的檔案:
| 檔案 | 大小 | 格式 | |
|---|---|---|---|
| U0001-2109202217471900.pdf | 1.27 MB | Adobe PDF | 檢視/開啟 |
系統中的文件,除了特別指名其著作權條款之外,均受到著作權保護,並且保留所有的權利。
