華人部屬與主管關係、主管忠誠、及其後續結果：一項兩階段研究

Abstract

在現代華人企業組織中，主管忠誠仍是相當重要的議題，同時，在近期研究者的努力下，讓有關華人主管忠誠的諸多獨特現象，得以清楚呈現。然而，對於影響華人主管忠誠的重要前置因素為何，仍欠缺應有的探討。同時，橫斷式的研究也無法呈現可能的影響歷程與動態結構。因此，本研究為釐清華人主管忠誠的獨特意涵，而以華人部屬與主管的關係形式，包括有人際情感、利益關係、及角色義務，視為影響部屬對主管忠誠的前置因素，並籍此探討對主管忠誠的不同影響效果。另外，更以兩階段的資料，探討華人主管忠誠對部屬個人效能與主管反應的影響。本研究針對台灣企業組織以兩階段的資料蒐集策略，在第一階段中有649對部屬與主管對偶資料，而有254對部屬與主管對偶是完整的二階段資料。研究結果指出：1.部屬與主管的關係形式對華人主管忠誠有顯著的影響，其中，又以角色義務的影響力最為顯著；2.部屬對主管的資源依賴對利益關係與順從主管忠誠的關係，具有顯著的調節效果，亦對角色義務與依附主管忠誠的關係，具有顯著的調節效果；3.華人主管忠誠對部屬個人效能與主管反應均有顯著的影響力。最後，說明本研究的主要貢獻與研究限制，並對未來研究的方向與管理實務上的意涵，提供些許的建議。

Supervisory loyalty (loyalty to supervisor) is a critical issue in modern Chinese organizations. Recent studies have discussed the influences of supervisory loyalty and provided some significant findings. However, the question about the development of supervisory loyalty is still unclear and the use of cross-sectional data limits the understanding of possible dynamic nature of supervisory loyalty. To clarify the indigenious meaning of Chinese supervisory loyalty, this study proposed that subordinate-supervisor relationship types, including affective, instrumental, and role obligation, are important antecedents of supervisory loyalty. Furthermore, this study used a two-stage design to investigate the effect of supervisory commitment on subordinate effectiveness and supervisor reactions. Using Taiwanese employee samples, in the first stage, the data set contained information from 649 supervisor-subordinate dyads, and in the second stages, the data set included information from 254 out of the 649 dyads. Result findings are as follows: (a) subordinate-supervisor relationship types are significantly associated with supervisory loyalty, and role obligation type has more prevailing influence on supervisory loyalty; (b) the subordinate’s resource dependency on the supervisor significantly moderates the relationship between instrumental type and dedication, and between role obligation type and sacrifice; (c) supervisory loyalty has a significant effect on subordinate’s effectiveness and supervisor reaction. Contributions and limitations are discussed, and suggestions are provided for future studies and managerial practices in Chinese organizations.