上下只會交征賊嗎？領導者與部屬的私交關係如何增進組織效益

Private Guanxi between Supervisor and Subordinate: How Private Guanxi Promote Organizational Effects?

10.6504/JMBR.201906_36(2).0004

簡忠仁(Chung-Jen Chien)；黃敏萍(Min-Ping Huang)；鄭伯壎(Bor-Shiuan, Cheng)；林良軒(Liang-Hsuan, Lin)

心理擁有感 ； 利同事行為 ； 利組織行為 ； 上下私交關係 ； 績效表現 ； individually-directed citizenship behavior ； organizationally-directed citizenship behavior ； private guanxi ； psychological ownership ； task performance

管理學報

36卷2期（2019 / 06 / 01）

195 - 223

繁體中文;英文

相較於西方組織的理性制度，華人組織中普遍存在著泛家族主義的人際觀，這種文化所衍伸出來的上下私交關係，形成了華人組織獨特的管理風格。針對此議題，過去研究多以領導者角度切入，然而部屬如何看待職場中的上下私交關係？上下私交關係又會對部屬與組織帶來何種影響？卻缺乏探討。本研究以華人地區某連鎖餐飲企業的正職員工為研究對象，進行問卷資料收集，總共回收61家分店之有效樣本，包括61位主管與310位部屬的資料。結果發現：領導者與部屬之間的私交關係能夠增進部屬對分店的心理擁有感，進而提升部屬的績效表現、利組織行為，以及利同事行為；其次，此一中介歷程會隨著個體在組織中的非正式地位不同而有所差異，對組織中較為核心的個體來說，此段歷程的影響效果會較強。最後，則針對本研究發現與限制進行討論，並說明未來研究方向與管理實務意涵。

Compared with the completely rational system in western organizations, a pan-familism human relationship prevails in Chinese organizations. Leaders in Chinese organizations resemble the patriarch of a family. Besides providing necessary resources for work, they attach great importance to personal relationships with subordinates. These private interactions form the unique management style in Chinese organizations. Previous research discusses private interactions from the perspective of leaders and proposes leaders will take sides with and give special consideration to subordinates who have personal relationships with them. But how subordinates regard private relationships in the workplace and the influence of private relationships on subordinates and organizations remain to be elucidated. This research collects data from full-time employees in a chain food enterprise in the greater China region. The valid samples of 61 branches are collected, including responses for 61 supervisors and 310 subordinates. The results show: (1) The private relationships between leaders and subordinates enhances subordinates' psychological ownership of the branch and improves subordinates' performance, OCBO, and OCBI; (2) The process differs according to the roles played by subordinates in the organization, and crucial subordinates in the organization will have a strong effect. In the conclusion, the findings and limitations of the research are discussed.

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