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研究生: 杜氏紅寧
ThiHongNinh, Do
論文名稱: General Causality Orientation and Job Outcomes: The Roles of Managerial Autonomy Support and Self-determined Work Motivation
General Causality Orientation and Job Outcomes: The Roles of Managerial Autonomy Support and Self-determined Work Motivation
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 - 國際經營管理研究所碩士班
Institute of International Management (IIMBA--Master)
論文出版年: 2009
畢業學年度: 97
語文別: 英文
論文頁數: 119
中文關鍵詞: Self-regulationSelf-determined work motivationAutonomyManagerial autonomy supportJob satisfactionGeneral causality orientationIdentification commitmentKnowledge sharingCreativity
外文關鍵詞: Autonomy, General causality orientation, Self-determined work motivation, Self-regulation, Managerial autonomy support, Knowledge sharing, Creativity, Identification commitment, Job satisfaction
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  • The purposes of this study are to investigate the factors affecting job satisfaction, identification commitment, creativity and knowledge sharing as job outcomes; explore the roles of autonomy support as well as the individual differences (general causality orientation and self-determined work motivation) in understanding job outcomes, which has been still ignored in the literature. In addition, this current study would like to assess whether general causality orientation predicts self-determined work motivation and job outcomes in interaction with the working environmental variables, such as managerial autonomy support; as well as the direct effect of the last on job outcomes. Finally, the mediating roles of relative autonomy index on the relationship between general causality orientation and job outcomes and on the relationship between managerial autonomy support and job outcomes were also explored.
    252 questionnaires from both managers and employees in Vietnamese business companies were used for the thesis investigation. Multiple regression analysis was used to assess the relationships in the model. The empirical results show that autonomy orientation has positive effect on self-determined work motivation, which leads to positive job outcomes; whereas control orientation has negative effect. Managerial autonomy support is not related to self-determined work motivation. However, it is found that managerial autonomy support makes a significant distribution toward promoting employees’ job outcomes and helping the controlled-oriented employees to actively transform the supported autonomy value into their own, which improves job outcomes in the workplace.

    ACKNOWLEDGEMENTS ........................................................................................... I ABSTRACT ................................................................................................................ IV TABLE OF CONTENTS ............................................................................................ VI LIST OF TABLES ......................................................................................................... X LIST OF FIGURES .................................................................................................... XII CHAPTER ONE INTRODUCTION 1 1.1 Research Background. 1 1.2 Research Motivations. 4 1.3 Research Objectives. 5 1.4 Structure of Study. 6 CHAPTER TWO LITERATURE REVIEW 7 2.1 Motivation Defined and Theories of Motivation in the Workplace. 7 2.1.1 Motivation Defined. 7 2.1.2 Theories of Motivation in the Workplace. 8 2.2 Self-Determination Work Motivation Studies. 9 2.2.1 Self-determination Defined. 9 2.2.2 Self-Determination Theory in Organizations. 9 2.2.3 Types of Motivation. 10 2.2.4 Autonomy. 11 2.3 General Causality Orientation (GCO) Studies. 12 2.3.1 GCO Defined. 12 2.3.2 Types of GCO. 12 2.4 Job Outcomes Studies. 13 2.4.1 Job Satisfaction Studies. 13 2.4.2 Identification Commitment Studies 13 2.4.3 Creativity Studies. 14 2.4.4 Knowledge Sharing Studies. 14 2.5 Managerial Autonomy Support Studies. 15 2.6 Interrelationship among Research Constructs. 16 2.6.1 Interrelationship between General Causality Orientation and Self-determined Work Motivation. 16 2.6.2 Interrelationship between Self-determined Work Motivation and Job Outcomes. 19 2.6.3 Interrelationship between General Causality Orientation and Job Outcomes. 21 2.6.4 Interrelationship between Managerial Autonomy Support and Job Outcomes. 22 2.6.5 Interrelationship between Managerial Autonomy Support and Self-determined Work Motivation. 23 2.6.6 Mediating Effects of Self-Determined Work Motivations. 24 2.6.7 Moderating Effects of Managerial Autonomy Support. 26 CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY 29 3.1 Conceptual Framework. 29 3.2 Construct Measurement. 30 3.2.1 The Information of Respondents. 30 3.2.2 General Causality Orientation (GCO). 30 3.2.3 Self-determined Work Motivation. 31 3.2.4 Job Outcomes. 32 3.2.5 Managerial Autonomy Support. 33 3.3 Hypotheses to Be Tested. 34 3.4 Questionnaire Design. 34 3.5 Sampling Plan. 35 3.6 Data Analysis Procedures. 36 3.6.1 Descriptive Statistic Analysis 36 3.6.2 Purification and Reliability of the Measurement Variables. 36 3.6.3 Methods for Identifying each of the Relationships among Constructs. 37 CHAPTER FOUR RESEARCH RESULTS 39 4.1 Characteristics of Respondents. 39 4.2 Confirmatory Factor Analysis (CFA). 40 4.2.1 CFA of General Causality Orientation (GCO). 41 4.2.2 CFA of Self-Determined Work Motivation. 42 4.2.3 CFA of Job Outcomes. 44 4.2.4 CFA of Management Autonomy Support. 47 4.3 Descriptive Statistics and Correlation of All Variables. 48 4.4 The Interrelationship between GCO, MAS and RAI. 50 4.5 The Interrelationship between GCO, RAI, MAS, and Job Outcomes. 51 4.5 The Mediating Effects of RAI. 56 4.6 The Moderating Effects of Management Autonomy Support. 61 CHAPTER FIVE CONCLUSION AND SUGGESTIONS 70 5.1 Research Discussion and Conclusions. 70 5.2 Research Suggestions. 75 5.3 Research Contributions. 77 5.4 Limitations and Future Research Directions. 78 REFERENCES 81 APPENDICES 86 Appendix 1: List of questionnaire for “Employees” in English. 86 Appendix 2: List of questionnaire for “Managers” in English. 93 Appendix 3: List of questionnaire for “Employees” translated into Vietnamese. 96 Appendix 4: List of questionnaire for “Managers” translated into Vietnamese. 104

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