互動正義與員工創新行為：自我效能及主管部屬交換之干擾效果

Interactional Justice and Employee Innovative Behavior: The Moderators of Self Efficacy and Leader-Member Exchange

10.29548/BGYY.201209.0009

蔡啟通(Chi-Tung Tsai)

互動正義 ； 摒除關係-特權 ； 主管部屬交換 ； 自我效能 ； 創新行為 ； Interactional justice ； Resignation guanxi and privilege ； Leader-member exchange ； Self-efficacy ； Innovative behavior

修平學報

25期（2012 / 09 / 01）

137 - 159

繁體中文

本研究探討員工的互動正義（摒除關係-特權）、自我效能、及主管部屬交換（LMX）分別與其創新行為之關係。其次，本研究欲檢驗員工的自我效能是否會對摒除關係-特權（RGP）與其創新行為之關係產生干擾效果；員工知覺的LMX是否會對RGP與其創新行為之關係產生干擾效果。再者，本研究亦欲瞭解員工自我效能對於RGP與其創新行為的關係之干擾效果是否會受到高低LMX的干擾。本研究之受測對象為985位員工，實得有效問卷539份。結果顯示，員工的RGP愈高，其愈不會積極表現出創新行為；自我效能或LMX愈高，愈會積極表現出創新行為。員工的自我效能會對RGP與其創新行為之關係產生干擾效果。當員工的自我效能低時，員工的RGP愈高，其愈不會積極表現出創新行為；相對而言，當員工的自我效能高時，則員工的RGP與創新行為沒有關連性。再者，員工自我效能對於RGP與其創新行為的關係之干擾效果會受到高低LMX的干擾。當員工知覺愈高品質的LMX關係時，自我效能會對RGP與其創新行為之關係產生干擾效果。亦即，若員工知覺到高品質的LMX關係且自我效能低時，則員工的RGP與其表現出之創新行為呈顯著負相關；然而，若員工知覺到高品質的LMX關係且自我效能高時，則員工的RGP與創新行為沒有關連性。相對而言，當員工知覺愈低品質的LMX關係時，自我效能不會對RGP與創新行為之關係產生干擾效果。此外，員工知覺的LMX不會對RGP與其創新行為之關係產生干擾效果。

This study examines the relationships among employees' interactional justice (resignation guanxi and privilege), self-efficacy, leader-member exchange (LMX), and innovative behaviors. In addition to examining the effects of ”resignation guanxi and privilege” (RGP), self-efficacy, LMX on the employee innovative behaviors, respectively. This study also explores whether employees' self-efficacy has significant moderating effect on the relationship between employees' RGP and their innovative behaviors, and whether the LMX has significant moderating effect on the relationship between employees' RGP and their innovative behaviors. Finally, this study examines whether the moderating effect of employees' self-efficacy on the relation between RGP and innovative behaviors is, in turn, moderated by LMX. Survey data on 539 employees from Taiwanese hospitality enterprises suggest that the employees who placed less importance on their RGP or more importance on their self-efficacy were more likely to perform innovative behaviors. The employees who perceived the higher LMX most had the higher innovative behaviors. In addition, the RGP had more of a negative impact on employee innovative behaviors when self-efficacy was low rather than high. This pattern was most pronounced for employees who were high in LMX. In contrast, employees who perceived the low level of the LMX and high level of the RGP exhibited lower levels of innovative behaviors, regardless of the level of the self-efficacy. Finally, the LMX had no significant moderating effects on the relationship between the employees' RGP and their innovative behaviors.

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