公、私部門與非營利組織員工情緒表達規則認知、自我效能、情緒勞務、適配性與組織承諾關係之研究

Abstract

本研究旨在探討公、私部門與非營利組織員工組織承諾之現況、影響其組織承諾因素之現況，及影響其組織承諾因素之因果關聯性。根據相關文獻回顧與實證研究建立因果模式，並以情緒表達規則認知、自我效能、情緒勞務與適配性，做為對組織承諾的影響因素。 研究方法以全國公、私部門與非營利組織員工為母群體，採問卷調查的方式，共發出問卷1500份，回收有效問卷1057份，問卷有效回收率70.5%。受試樣本資料以統計軟體SPSS 19.0與AMOS 7.0來進行分析，統計方法採用描述性統計、t檢定、單因子變異數分析、皮爾森積差相關以及結構方程模式，檢驗理論假設並確立員工組織承諾與影響因素間之因果關係。本研究獲致結論如下： 一、目前公、私部門與非營利組織員工整體組織承諾皆尚屬有點同意，而私部門員工的同意程度皆顯著高於公部門與非營利組織員工。就組織承諾各層面而言也皆尚屬有點同意，其中，公部門與非營利組織員工以「情感性承諾」的同意程度最高；而私部門員工以「持續性承諾」的同意程度最高。 二、目前公、私部門與非營利組織員工對於整體情緒表達規則認知皆尚屬有點同意，其中，以「正面情緒表達規則認知」的同意程度最高；對於整體自我效能皆尚屬同意；對於整體情緒勞務皆尚屬有點同意的程度，其中，以「深層演出」的同意程度最高；而對於整體適配性皆尚屬有點同意的程度，其中，以「個人與工作適配」的同意程度最高。 三、除了非營利組織員工，公部門與私部門員工的情緒表達規則認知皆正向影響其組織承諾，顯示員工的情緒表達規則認知程度越高，不論是直接影響或透過情緒勞務與適配性的間接影響，使得其組織承諾也越高。其次，除了公部門員工，私部門與非營利組織員工的自我效能皆正向直接影響其組織承諾；而公、私部門與非營利組織員工的自我效能皆透過情緒勞務與適配性的間接影響，使得其組織承諾也越高。 最後，根據本研究實證結果，分別針對公、私部門與非營利組織之相關單位提出具體建議，進而提高員工之組織承諾。

This research centers on investigating organizational commitment, the status of its components, and its causal relationships among the employees of public, private, and nonprofit sectors. The model based on the previous researches mainly include four key variables: emotional display rule perceptions, self-efficacy, emotional labor, and fitness, which are the influential factors on organizational commitment. The research takes the public, private, and nonprofit employees of entire country as the population. The questionnaire was distributed to 1500 employees. However, only 1057 returned were valid, yielding a response rate of 70.5%. Data were analyzed by using SPSS 19.0 and AMOS 7.0 software. The statistical methods included descriptive statistics, t-test, one-way ANOVA, Pearson’s correlation, and Structural Equation Modeling, which were used to estimate our research framework. According to the results, the conclusions are summarized as following. 1.Public, private, and nonprofit employees’ overall organizational commitment are all moderate, and the private employees are more satisfied than the public and nonprofit. The respective aspects of organizational commitment are all moderate as well. The public and nonprofit employees are both most satisfied with affective commitment, and the private employees are most satisfied with continuance commitment. 2.Public, private, and nonprofit employees’ overall emotional display rule perceptions are all moderate, and positive display rule is the most satisfied. The overall self-efficacy are somehow satisfied. The overall emotional labor are all moderate, and deep acting is the most satisfied. The overall fitness are all moderate, and person-job fit is the most satisfied. 3.Except for nonprofit employees, the public and private employees’ emotional display rule perceptions both show significant positive effects on organizational commitment. That is, the more the emotional display rule perceptions, no matter direct effects or indirect effects via emotional labor and fitness, the better the continuance commitment. Second, except for public employees, the private and nonprofit employees’ self-efficacy both show significant and positive direct effects on organizational commitment. However, public, private, and nonprofit employees’ self-efficacy show significant and positive indirect effects via emotional labor and fitness on organizational commitment so as to be promoted. In the conclusion, this research recommends the public, private, and nonprofit sectors individually to promote the level of employees’ organizational commitment.