組織不當行為影響因素之探討－以服務業及製造業為例

吳孟玲; 江達隆

doi:10.6504/JOM.2005.22.03.04

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P329 - 340

社会科学 > 管理学

DOI： 10.6504/JOM

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组织不当行为影响因素之探讨－以服务业及制造业为例

Antecedents of Organizational Misbehavior: Comparison of Service and Manufacturing Industries

吴孟玲(Meng-Ling Wu) ；江达隆(Ta-Lung Chiang)

管理学报； 22 卷 3 期 (2005 / 06 / 01) ， P329 - 340

繁体中文 DOI： 10.6504/JOM.2005.22.03.04

组织不当行为；工作满足感；组织承诺；个人－组织契合度； Organizational Misbehavior ； Job Satisfaction ； Organizational Commitment ； Person-Organization Fit

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摘要 │ 参考文献 (71) │ 被引用文献 (3) │ 国际计量

摘要〈TOP〉

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During the past two decades, the importance of organizational misbehavior has been widely advocated. Research has shown that organization suffer considerable losses form organizational misbehavior Despite its importance, the understanding of the factors that underlie employees' decisions to engage deviant behavior is still an under-researched area in organizational behavior Thus, this study was undertaken to gain greater insight into the topic of organizational misbehavior
Previous studies have indicated that job satisfaction, organizational commitment, and person-organization fit were significant predictors of organizational citizenship behavior. And employee attitudes also are predictors of deviant behavior. Therefore, job satisfaction, organizational commitment, and person-organization fit were tested as predictors of organizational misbehavior Control mechanisms can be expected to be powerful determinants of employee behavior Owing to the differences in the control systems, we further explored the effects of three predictors on organizational misbehavior in manufacturing and service industries.
The sample for this study was taken from service and manufacturing industries. A total of 856 out of 1080 questionnaires were returned. Structural equation modeling was employed to test our hypotheses. There were six major findings: (1) Organizational misbehavior was categorized into aggression, fraud, and inaction. (2) Satisfied employees were more likely to exhibit fraud and inaction. (3) Organizational commitment and person-organization fit were significant predictors of aggression. (4) Organizational commitment and person-organization fit were significant predictors of inaction. (5)The most important factor that influences inaction and aggression was organizational commitment. (6) The most important factor that affects fraud was job satisfaction. In general, the contribution of this research is help managers to understand and predict organizational misbehavior. Implications of these findings for management practice and future research are discussed.

参考文献 ( 71 ) 〈TOP〉

Apasu Y.,S. Ichikawa,J. L. Graham(1987).Corporate Culture and Sales Force Management in Japan and America.Journal of Personal Selling and Sales Management,7,51-62.
Aquino, K.,M. U. Lewis,M. Bradfield(1999).Justice Constructs, Negative Affectivity, and Employee Deviance: A Proposed Model and Empirical Test.Journal of Organizational Behavior,20,1073-1091.
Baggozi, R. P.,Y. Yi(1988).On the Evaluation of Structural Equation Models.Journal of the Academy of Marketing Science,16,74-94.
Bateman, T. S.,D. W. Organ(1983).Job Satisfaction and the Good Soldier: The Relationship between Affect and Employee Citizenship.Academy of Management Journal,26,587-595.
Bateson, J. E.G.(1985).Do We Need Service Marketing? Marketing, Consumer Services: New Insights.Cambridge, MA:Marketing Science Institute.

被引用文献 ( 3 ) 〈TOP〉

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