知覺信任與部屬結果之探討：知覺信任雙向度的差異效果

Abstract

本研究探討部屬知覺主管對他們的信任（部屬知覺信任）的兩個面向「知覺依賴」與「知覺揭露」對部屬結果的差異效果，並進一步釐清兩個向度各自的心理歷程。本研究提出知覺依賴與知覺揭露分別與兩個知覺信任心理歷程「人際路徑 – 社會交換機制」及「個人內在 – 自我評估路徑」有關。這兩種歷程啟動不同的機制，社會交換路徑引發部屬知覺 LMX，而自我評估路徑引發部屬的工作中自我效能感，並進而導致不同的結果，部屬知覺 LMX 促進部屬對主管的情感承諾，而部屬工作中自我效能感促進部屬的工作敬業。本研究採用自陳問卷調查法，針對來自台灣企業的 123 位員工進行兩階段的資料蒐集。經由路徑分析與拔靴法（bootstrapping）檢驗結果顯示，知覺依賴同時與人際與個人內在兩條心理路徑有關：一方面，知覺依賴透過提升部屬知覺LMX促進部屬對主管的情感承諾；另一方面，知覺依賴耶透過增強工作中自我效能提升工作敬業。相較之下，感知揭露僅與人際路徑相關，能透過提升部屬知覺LMX 來強化對主管的情感承諾，但對工作敬業並無顯著影響。本研究強調區辨知覺信任兩個面向的重要性，並指出其如何透過不同的心理歷程影響部屬的態度與行為，有助於對感知信任形成更汐止且全面的理解，並突顯其在當代主管部屬關係中的重要性。

This study investigates the differential effects of two dimensions of subordinate felt trust from the supervisor – felt reliance and felt disclosure – by examining the underlying mechanisms through which they influence subordinate outcomes. Drawing on social exchange theory and self-evaluative theory, this study proposes that felt reliance and felt disclosure are differentially related to two psychological processes of subordinates (i.e., the interpersonal path and the intrapersonal path); these two processes involve different mechanisms, which are subordinate-perceived leader–member exchange (LMX) and occupational self-efficacy, and subsequently leads to divergent outcomes (i.e., affective commitment to supervisors and work engagement), respectively. Data were collected from 123 employees in Taiwanese organizations using a two-wave self-report questionnaire. The results of path analyses and bootstrapping method show that felt reliance is related to both the interpersonal and intrapersonal paths. Specifically, felt reliance increases subordinates’ affective commitment to their supervisors through enhanced subordinate-perceived LMX and also boosts work engagement via occupational self-efficacy. In contrast, felt disclosure is related only to the interpersonal path, increasing affective commitment to supervisors through enhanced subordinate-perceived LMX, but not occupational self-efficacy. These findings underscore the importance of distinguishing between the dimensions of felt trust and demonstrate how they operate through distinct psychological processes to shape subordinate attitudes and behaviors. The study contributes to a more nuanced and integrated understanding of felt trust and highlights its relevance in contemporary supervisor–subordinate relationships.