從正義知覺與關係品質的觀點探討領導者權力對員工工作投入影響之實證研究

An Empirical Study of the Relationships between Power of Leaders and the Employee's Job Involvement from Perceived Justice and Relationship Quality Perspectives

10.6147/JHRM.2003.0302.01

廖國鋒(Gou-Fong Liaw)；吳華春(Hua-Chuen Wu)

領導者權力 ； 正義知覺 ； 關係品質 ； 工作投入 ； power of leaders ； perceived justice ； relationship quality ； job involvement

人力資源管理學報

3卷2期（2003 / 06 / 01）

1 - 25

繁體中文

本研究主要的目的在探討領導者的權力透過正義知覺以及關係品質之中介角色，對員工工作投入所產生的影響效果。同時藉由廣泛的回顧與整合過去相關理論文獻，做為本研究的理論依據以及觀念性架構推論之基礎。權力及其影響過程之研究，在組織研究領域長期受到歡迎，而且持續引發研究者的注意。因此，有關領導者的權力運作及其影響結果，實值得吾人深入瞭解。近年來，組織正義的議題亦頗受學界重視，實際上在領導者與成員之間關係發展差異化（內團體／外團體）的LMX理論已經浮現組織正義的問題。本文試圖從全貌性的觀點，討論過去學者鮮少研究的課題，期望某些存在的模糊關係能夠獲得適度釐清。尤其是有關非經濟性權力基礎與分配正義之間的關聯性，過去理論一直存在研究缺口，經過本研究的分析歸納，期能在觀念上得到些許啟發，補充過去文獻之不足，並提供後續相關領域研究參考。研究結果發現：1.非經濟性權力基礎與分配正義存在顯著正向關係，亦即當領導者擁有專家權、合法權及參考權的程度越高，越會得到重視分配結果之部屬的認同。2.忠誠對工作投入的影響為負向關係，但不具顯著水準。3.領導者所擁有的非經濟性權力也會因為程序正義以及情感受重視程度的差異，對部屬的工作投入產生不同的影響，此一結論再度強化本研究架構的合理性。因此，身為領導者應該正視程序正義以及情感扮演的關鍵角色，落實分配的程序公平性，建立人際互動網絡機制，促使部屬能夠經由認同進而全力投入自己的工作，期能有效發揮加乘效果，加速達成組織追求的目標。

The purpose of this paper is to explore the effect of the power of leaders on the employee's job involvement from perceived justice and relationship quality perspectives. Furthermore, this paper broadly reviews and integrates the past theory literature to serve as the basis of theory and conceptual framework. Despite power is an intangible force in organizations, the study of power and its influence processes is very popular in organizational studies and continues to draw attention from researchers. Therefore, with regard to the power in action of leaders and influence result, it is worthy of understanding in depth. During these years, issues of organizational justice was also attracted by researchers. In fact, LMX theory has implications for organizational justice since the focus of LMX is on the development of differentiated (in-group/out-group) leader- member relationships. This paper tried to discuss the topic that has been sparse in the past from a full view and appropriately cleared a number of vague relations. Especially, researchers have discussed less in the relation between bases of non-economic power and distributive justice. The results show that: 1. There exists significantly positive relationship between non-economical powers and distributive justice. 2. There exists negative relationship that the loyalty and job involvement but without so much significant. 3. Non-economical power of leaders will influence the employees' job involvement in some degree that depends on the procedural justice along with affect. The above inclusion is again to strengthen the rationality of this study framework. Therefore the leader should not ignore the key role of justice along with affect, and go to implement the procedural justice, and establish network mechanism for public relationship, which can make job involvement through job agreement by employee, and further speed up pursuing organization goal.

1. Adams, J. S.(1965).Inequity in social exchange.Advances in Experimental Social Psychology,2,267-299.
2. Bacharach, S. B.,Lawler, E. J.(1980).Power and politics in organizations.Massachusetts:Pittman.
3. Bagozzi, R. T.,Yi, Y.(1988).On the evaluation of structural equation models.Academic of Marketing Science,16,76-94.
4. Bass, B. M.(1985).Leadership and performance beyond expectations.New York:Free Press.
5. Bentler, P. M.,Bonett, D. G.(1980).Significance tests and goodness of fit in the analysis of covariance structures.Psychology Bulletin,88,588-606.
6. Blau, P. M.(1964).Exchange and power in social life.New York:John Wiley & Sons.
7. Brass, D. J.,Burkhardt, M. E.(1993).Potential power and power use: An investigation of structure and behavior.Academy of Management Journal,36,441.
8. Cropanzano, R.,Folger, R.(1989).Referent cognitions and task decision autonomy: Beyond equity theory.Journal of Applied Psychology,74,293-299.
9. Cropanzano. R.,Folger, R.,R. M. Steers,L. W. Porter（Eds.）(1991).Motivation and work behavior.New York, NY:McGraw-Hill.
10. Crosby,B. M. Staw,L. L. Cummings（Eds.）(1984).Research in organizational behavior.Greenwith, CT:JAI Press.
11. Cycert, R. M.,March, J. G.(1963).A behavioral theory of the firm.Englewood Cliffs, NJ:Prentice-Hall.
12. Daft, R. L.(2001).Organization theory and design.South-Western College Publishing, A Division of Thomson Learning.
13. Dansereau, F.,Graen, G.,Haga, W. J.(1975).A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process.Organizational Behavior and Human Performance,13,46-78.
14. Deluga, R. J.(1994).Supervisor trust building leader-member exchange and organizational citizenship behavior.Journal of Occupational and Organizational Psychology,67(1),315-326.
15. Dienesch, R. M.,Liden, R. C.(1986).Leader-member exchange model of leadership: A critique and further development.Academy of Management Review,11(3),618-634.
16. Emerson, R. M.(1962).Power-dependence relations.American Sociological Review,27,31-41.
17. Etgar, M.(1978).Selection of an effective channel control mix.Journal of Marketing,42(July),53-78.
18. Fishbein, M.(1967).Reading in attitude theory and measurement.New York:John Weily.
19. Folger, R.,Greenberg, J.,K. M. Rowland,G. R. Ferris （Eds.）(1985).Research in personnel and human resources management.Greenwith, CT:JAI Press.
20. French, J. R. P.,Raven, B. H.,D. CartWright （Ed.）(1959).Studies in social power.Ann Arbor:University of Michigan Press.
21. Gouldner, A. W.(1960).The norm of reciprocity: a preliminary statement.Academy of Management Review,4,53-62.
22. Graen, G. B.,Cashman, J. F.,J. G. Hunt,L. L. Larson （Eds.）(1975).Leadership frontiers.Kent, Ohio:Kent State University Press.
23. Graen, G. B.,Scandura, T.,B. Staw,L. L. Cumming （Eds.）(1987).Research in organizational behavior.Greenwich, CT:JAI Press.
24. Graen, G. B.,Uhl-Bien, M.(1995).Relationship-based approach to leadership: Development of Leader-Member Exchange （LMX）theory of leadership over 25 years: Applying a multi-level multi-domain perspective.Leadership Quarterly,6(2),219-247.
25. Greenberg, J.(1990).Organizational justice: Yesterday, today, and tomorrow.Journal of Management,16,399-432.
26. Greenberg, J.(1987).A taxonomy of organizational justice theories.Academy of Management Review,12,9-22.
27. Greenberger, D. B.,Strasser, S.,Lee, S.(1988).Personal control as a mediator between perceptions of supervisory behaviors and employee reactions.Academy of Management Journal,31(2),405-417.
28. Hersey, P.,Natemeyer, W. E.(1979).Power perception profile.CA:Center for Leadership Studies.
29. Hickson, D. J.,Hinning, C. R.,Lee, C. A.,Schneck, R. E.,Pennings, J. M.(1971).A strategic contingency theory of intraorganizational power.Administrative Science Quarterly,16,234-243.
30. Homans, G. C.(1961).Social behavior: Its elemental forms.New York:Harcourt, Brace, & World.
31. Kanungo, R. N.(1982).Measurement of job and work involvement.Journal of Applied Psychology,67,341-349.
32. Kevin, W. M.,Edward, R. K.,Mark, A. W.(1998).Relationships between bases of power and work reactions: The mediational role of procedural justice.Journal of Management,24(4),533-552.
33. Konovsky, M. A.,Pugh, S. D.(1994).Citizenship behavior and social exchange.Academy of Management Journal,37,656-669.
34. Lawler, E.,Hackman, J. R.,Kaufman, S.(1973).Effects of job redesign: A field experiment.Journal of Applied Social Psychology,3,49-62.
35. Lee, C.,Pillutla, M.,Law, K. S.(2000).Power-distance, gender and organizational justice.Journal of Management,26(4),685-704.
36. Lind, E. A.,Tyler, T. R.(1988).The social psychology of procedural justice.New York:Plenum Press.
37. Lodahl, T. M.,Kejner, M.(1965).The definition and measurement of job involvement.Journal of Applied Psychology,49,24-33.
38. Lussier, R. N.(2000).Management fundamentals.Thomson Learning, Inc..
39. Manogran, P.,Stauffer, J.,Conlon, E. J.(1994).Leader-member exchange as a key mediating variable between employees` perceptions of fairness and organizational citizenship behavior.Dallas TX:National Academy of Management meeting proceedings.
40. Martin, J.,L. L. Cummings,B. M. Staw （Eds.）(1981).Relative deprivation: A theory of distributive injustice for an era of shrinking resources.Research in organizational behavior,3,53-107.
41. Moorman, R. H.(1991).Relationship between organizational justice and organizational citizenship behavior: Do fairness perceptions influence employee citizenship?.Journal of Applied Psychology,76,845-855.
42. Nunnally, J. C.(1978).Psychometric theory.New York:MacGraw-Hill.
43. Paullay, I. M.,Alliger, G. M.,Stone-Romero, E. F.(1994).Construct validation of two instruments designed to measure job involvement and work centrality.Journal of Applied Psychology,79(2),224-228.
44. Pfeffer, J.(1992).Understanding power in organizations.California Management Review.
45. Pfeffer, J.(1981).Power in organizations.Marshfield, MA:Pittman.
46. Podsakoff, P. M.,Mackenzie, S. B.,Moorman, R. H.,Fetter, R.(1990).Transformational leader behaviors and their effects on followers` trust in leader, satisfaction and organizational citizenship behaviors.Leadership Quarterly,1,107-142.
47. Podsakoff, P. M.,MacKenzie, S. B.,Paine, J. B.,Daniel G. B.(2000).Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research.Journal of Management,26(3),513-563.
48. Rahim, M. A.,Magner, N. R.(1996).Confirmatory factor analysis of the bases of leader power: First-order factor model and its invariance across groups.Multivariate Behavior Research,31,495-516.
49. Rajnandini Pillai,Chester A. S.,Eric S. W.(1999).Fairness perceptions and trust as mediators for transformational and transactional leadership: A two-sample study.Journal of Management,25(6),897-933.
50. Raven, B. H.(1993).The bases of power: Origins and recent developments.Journal of Social Issues,49,227-141.
51. Raven, B. H.,Kruglanski, A. W.,P. C. Swingle （Ed.）(1975).The structure of conflict.N.J.:Academic Press.
52. Reitz, H. J.,Jewell, L. N.(1979).Sex, locus of control and job involvement: A six-country investigation.Academy of Management Journal,22,72-80.
53. Robbins, S. P.(2001).Organizational behavior.Upper Saddle River, N.J.:Prentice-Hall.
54. Robbins, S. P.(1992).Essentials of organizational behavior.NJ:Prentice-Hall.
55. Scandura, T. A.(1999).Rethinking leader-member exchange: An organization justice perspective.Leadership Quarterly,10(1),25-40.
56. Thibaut, J.,Walker, L.(1975).Procedural justice: A psychological analysis.Hillsdale, N.J.:Lawrence Erlbaum Associates.
57. Uhl-Bien, M.,Graen, G. B.(1993).Toward a contingency model of empowerment: contribution of self-management empowerment and leadership-making empowerment to uni-functional and multi-functional professional work unit performance.Paper presented at the National Academy of Management Meeting,Atlanta GA.:
58. Uhl-Bien, M.,Graen, G. B.(1992).Self-management and team-making in cross-functional work teams: Discovering the keys to becoming an integrated team.Journal of High Technology Management,3,225-241.
59. Uhl-Bien, M.,Graen, G. B.,K. E. Clark,M. B. Clark,D. P. Campbell （Eds.）(1993).The impact of leadership.West Orange, NJ:Leadership Library of America.
60. Vecchio, R. P.,Griffeth, R. W.,Hom, P. W.(1986).The predictive utility of the vertical dyad linkage approach.Journal of Applied Psychology,126,617-625.
61. Wortzel, R.(1979).New life style determinants of women`s food shopping behavior.Journal of Marketing,43,28-29.
62. Yukl, G.(2002).Leadership in organizations.Upper Saddle River, N.J.:Prentice-Hall.
63. Yukl, G.(1994).Leadership in organizations.Englewood Cliffs, N.J.:Prentice-Hall.
64. 林鉦棽(1996)。組織公正、信任、組織公民行為之研究：社會交換理論之觀點。管理科學學報，13(3)，391-415。
65. 夏侯欣鵬(2000)。博士論文(博士論文)。國立政治大學企業管理學系。
66. 許靜怡(2000)。碩士論文(碩士論文)。國立中正大學企業管理研究所。
67. 蔡麟筆譯、Kakabadse, A.、Parker, C.著(1990)。權力、政治與組織。台北:巨流圖書公司。

1. 張華東(2017)。生活適應、領導權力與生活滿意度間關係之研究-以海軍受訓班隊女性志願役士兵為例。義守大學公共政策與管理學系學位論文。2017。1-74。