員工假性從眾的前因與後果之實證研究：自我決定理論與社會認定理論的觀點

Abstract

本研究旨在建構員工適應組織價值觀的整體歷程，研究一希望瞭解影響員工適應組織價值觀的前因，研究二則提出員工不適應組織價值觀所可能導致的結果。本研究採用Hewlin (2003)所提出的假性從眾概念(facades of conformity)進行，探討組織內的員工為了適應組織價值觀，可能會因為規範從眾而與自己的價值觀產生衝突，而感到有壓力。本研究研究一之模型一以自我決定理論推論員工對組織的自主、勝任和關係需求滿足，會正向影響自我決定程度，進而減少假性從眾。模型二推論員工對組織的自主、勝任和關係需求挫折，會負向影響自我決定程度，進而增加假性從眾。研究二以社會認定理論推論員工的假性從眾可能會對組織認同產生負向影響，並進而增加員工的沉默行為。此外，本研究提出組織可透過實行結構性賦權，緩和員工假性從眾對組織認同的負向影響，並進而減少其沉默行為。 本研究一和二皆採用問卷調查法，分兩階段發放問卷。本研究先檢驗各主要研究變數之信效度，再以單階層結構方程模型和拔靴法(bootstrapping)檢驗研究一和二的假設推論。研究一結果顯示，員工的自主和勝任需求滿足，可以透過增加自我決定，負向影響假性從眾；關係需求滿足則無法透過增加自我決定，負向影響假性從眾。員工的自主和勝任需求挫折，可以透過減少自我決定，正向影響假性從眾；關係需求挫折則無法透過減少自我決定，正向影響假性從眾。研究二結果顯示員工假性從眾可以透過減少組織認同，進而增加沉默行為，而結構性機會賦權可以緩和假性從眾對組織認同的負向影響，進而減少沉默行為。結果部分支持本研究之假說，最後以此結果提出理論和實務意涵。

This study aimed to construct the process of employees adapting to organizational values. When new employees enter an organization, they begin to follow the organizational social norms and values to adapt into their roles. During the adaptation process, employees often conform to organizational norms as a guide, even if these norms conflict with their personal values and behaviors. This internal conflict shapes employees’ perception of conformity pressure, Hewlit (2003) conceptualized this concept as “facades of conformity.” This study used facades of conformity to explore how employees adapting their organizational values in study 1, and what might happen to their attitudes and behaviors if they couldn’t adapt their organizational values in study 2? Study 1 used self-determination theory to examine the antecedents of employees’ facades of conformity. We proposed employees’ autonomy, competence, relatedness satisfaction to their organizations could foster self-determination and further decrease facades of conformity. Employees’ autonomy, competence, relatedness frustration to their organizations could decrease self-determination and further increase facades of conformity. Study 2 used social identity theory to examine the consequences of employees’ facades of conformity. We proposed employees’ facades of conformity could negatively affect their organizational identification and further increase their silence behavior. Structural empowerment practices could mitigate the negative relationship between facades of conformity and organizational identification, further decrease their silence behavior. We used a two-time research design for each study. In study 1, we found employees’ autonomy and competence satisfaction could decrease facades of conformity via their self-determination. Employees’ autonomy and competence frustration could increase facades of conformity via their self-determination. Employees’ relatedness satisfaction and frustration were non-significant. In study 2, we found employees’ facades of conformity could affect silence behavior via their organizational identification. Structural opportunity empowerment practice could mitigate the negative relationship between facades of conformity and organizational identification, further decrease their silence behavior. Finally, we discuss theoretical and managerial implications of our results and findings.