新進員工組織未來時間觀之前因與後果驗證：心理所有權觀點之解釋

Abstract

隨著個人職涯發展途徑的選擇增加，當代員工對於要留於同組織中工作的動機不再如傳統工業社會一樣強烈。許多企業的人員流動率提升，而這樣的現象在新進員工上尤其明顯。相比於未順利融入組織的員工，成功適應組織的新進員工應會對未來在同一組織中的生活有更樂觀的期待，並相信自己未來於組織中能夠順利發展。本研究認為，新進員工對於所處組織中的未來時間認知（即組織未來時間觀）不僅會影響該員工於組織中的行為展現，更會影響其能否與組織建立長期穩定的關係。因此，組織未來時間觀是使組織有效發揮既有人力資源之關鍵。 本研究借鑒於心理所有權理論，聚焦於新進員工的組織未來時間觀，並探究影響組織未來時間觀之前因與後果變數。在前因部分，本研究檢驗不同層面的組織社會化策略是如何透過心理所有權的中介歷程，進而對新進員工的組織未來時間觀產生影響；而在後果部分，本研究檢視組織未來時間觀對不同層面之主動行為所產生的獨特影響力。與過去側重於探討職涯層次的未來時間觀研究不同的是，本研究將員工的未來時間觀擴展至組織情境中，並以新進員工作為研究對象，不再局限於中高齡員工。本研究亦將職涯未來時間觀一同納入研究架構中進行比較，將其作為參照構念變數，以檢驗組織未來時間觀之概念獨特性。 本研究以 117 名大學生作為樣本，首先進行組織未來時間觀的內容效度驗證。之後，再透過兩階段的問卷調查，收集到共 319 份的新進員工資料。研究結果顯示：一、組織基礎心理所有權與新進員工組織未來時間觀之間的正向關係會強於工作基礎心理所有權與組織未來時間觀之間的正向關係；二、在組織社會化策略中，僅內容策略會透過組織基礎心理所有權提升新進員工的組織未來時間觀；三、在控制職涯未來時間觀的效果後，組織未來時間觀能夠正向影響新進員工於不同層面之主動行為。基於上述研究結果，本研究提出相關之理論與實務意涵、研究限制之處以及未來的研究方向。

With the increase of occupational choices, people in a modern society may not have a strong motive to spend their all-career life in the same organization as people in a traditional industrial society. This phenomenon is particularly obvious for organizational newcomers. However, newcomers who adapt to their organization successfully usually can have more optimistic expectations on their future organizational life in the same organization than those who do not adapt well. This study proposed that employees’ perception of future time in the organization (that is, organizational future time perspective, ORGFTP) not only influences their behaviors, but also influences their development of long-term relationship with the organization. Thus, ORGFTP is the key for organization managers to effectively utilize existing human resources. Drawing on psychological ownership theory (POT), this study focused on newcomers’ ORGFTP and investigated the antecedents and consequences of ORGFTP. With regard to the antecedents, this study examined how different organizational socialization strategies influenced newcomers’ ORGFTP through the mediation of psychological ownership. With regard to the consequences, this study examined how newcomers’ ORGFTP influenced their different levels of proactive behavior. Different from previous FTP studies focusing on employees’ career span, this study focused on employees’ FTP within their current organizations. Furthermore, instead of focusing on senior employees’ FTP as in most previous studies, this study focused on understanding junior employees’ FTP (i.e., newcomers’ FTP). To prove the conceptual uniqueness of ORGFTP, this study included occupational future time perspective (OFTP) in the same theoretical model so that the effects of these two FTP constructs can be compared with each other. Using a sample of 117 university students, this study first evaluated the content validity of ORGFTP. After that, this study conducted two waves of survey and collected valid data from 319 newcomers. The results revealed that: (1) the positive relationship between organization-based psychological ownership and newcomers’ ORGFTP was stronger than the positive relationship between job-based psychological ownership and newcomers’ ORGFTP; (2) content socialization tactics enhanced newcomers’ ORGFTP through the mediation of organization-based psychological ownership; (3) after controlling the effect of OFTP, ORGFTP was positively related to newcomers’ proactive behaviors. On the basis of these findings, this study proposed relevant theoretical and practical implications and indicated the research limitations and future research directions.