| 研究生: |
宋佳玫 Sung, Chia-Mei |
|---|---|
| 論文名稱: |
心理契約與員工績效間關係之研究--個人組織因素契合之觀點 The relationship between psychological contract and employee performance: a fit perspective between employee and employer's perceptions about psychological contract type |
| 指導教授: |
史習安
Shih, Hsi-An |
| 學位類別: |
碩士 Master |
| 系所名稱: |
管理學院 - 國際企業研究所 Institute of International Business |
| 論文出版年: | 2005 |
| 畢業學年度: | 93 |
| 語文別: | 中文 |
| 論文頁數: | 109 |
| 中文關鍵詞: | 五大人格特質 、組織策略 、人力資源管理系統 、離職意願 、工作滿意 、心理契約 、組織承諾 、組織文化 |
| 外文關鍵詞: | organizational commitment, human resource management system, organization strategy, corporate culture, Big-Five personality, intention to quit, psychological contract, job satisfaction |
| 相關次數: | 點閱:135 下載:15 |
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存在於雇傭關係中的契約主要有兩類:一類為白紙黑字的『經濟性契約』,即為一般常見的正式化勞動工作契約;另一類則為內隱而不成文的『心理契約』,屬於雇主與員工雙方的約定協議,通常為心理上的默契、認知上的共識、口頭上的承諾、相互間的信賴,而非以書面格式或是文字敘述的方式來加以規範。
本研究分別站在員工和組織的立場來探討各自想要與對方建立的心理契約類型為何。並進一步分析其間契合程度的高低,對員工績效結果所造成的影響。經由實證分析發現,本研究的研究結果如下:
一、 五大人格特質中,外向性或是親和性程度愈高的員工,會愈傾向與雇主建立長期穩定的關係型心理契約。
二、 五大人格特質中,情緒敏感性程度愈高的員工,會愈傾向與雇主建立短期互惠的交易型心理契約。
三、 若組織是屬於派閥型的組織文化,或是採用內部發展型的人力資源管理系統,則會傾向與員工建立長期穩定的關係型心理契約。
四、 若組織是屬於市場型的組織文化,或是採用市場導向型的人力資源管理系統,則會傾向與員工建立短期互惠的交易型心理契約。
五、 組織與員工間心理契約的契合程度愈高,員工的工作滿意以及組織承諾會愈高,而離職意願會愈低。
There are two types of contracts in the employer-employee relationship. One is “Labor Contract”, and the other is “Psychological Contract”. The former is officially presented in the written form; the latter is generally beneath in unspoken consensus, tacit agreement, verbal promise, or mutual trust between employer and employees. Specifically speaking, psychological contracts are defined as perceptions and expectations about mutual obligations in employment exchange relationship.
This research not only examines the relationship between employee’s personality and psychological contract type, but also investigates the relationships between psychological contract and three important organizational variables, human resource management (HRM) system, organization strategy, and corporate culture. In addition, this research further analyzes the impact of fit between employer and employee’s perceptions about psychological contract type on employee’s performance, job satisfaction, intention to quit, and organizational commitment.
Our findings are summarized as follows. First, employee with higher degree of agreeableness or extroversion tends to establish relational psychological contract with his employer; the one with higher degree of neuroticism, however, prefers to establish transactional psychological contract with his employer. Second, organization with clan corporate culture or internal HRM system tends to establish relational psychological contract with its employees; on the contrary, organization with market corporate culture or market-type HRM system prefers to establish transactional psychological contract with its employees. Third, more fit between employer and employee’s perceptions about psychological contract type leads to higher job satisfaction, lower intention to quit, and higher organizational commitment.
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