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| 領導者部屬交換與員工創新行為：組織正義之中介效果及組織特性之干擾效果 |
| Leader Member Exchange and Employee Innovative Behavior: The Mediation Effects of Organizatonal Justice and Moderation Effects of Organizational Characteristics |
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| 本研究驗證員工知覺的領導者部屬交換（LMX）關係品質與其創新行為之關連性。其次，本研究欲探討組織正義各因素（考績與薪酬之公平、重視溝通與公正不阿、摒除關係與特權）是否分別會對LMX與員工創新行為之關係產生中介效果。再者，本研究亦欲檢驗集權化對LMX與員工創新行為的關係之干擾效果是否會受到正式化高低的干擾。本研究之受測對象為台灣地區觀光旅館業18家公司之509位企業員工，實得有效問卷248份。結果顯示，員工知覺越高品質的LMX關係，其愈會積極表現出創新行為。LMX與員工創新行為之正向關係不僅會透過考績與薪酬之公平而達成，亦會透過重視溝通與公正不阿而達成；但是，摒除關係與特權不會對LMX與員工創新行為之正向關係產生中介效果。此外，集權化對於LMX與員工創新行為的正向關係之干擾效果會受到正式化高低的干擾。當員工知覺到高的正式化時，集權化會對LMX與員工創新行為之正向關係產生干擾效果。亦即，若員工知覺到高正式化且低集權化時，則LMX與創新行為呈顯著正相關；然而，若員工知覺到高正式化且高集權化時，則LMX與創新行為較沒有關連。相對而言，當員工知覺到低的正式化時，集權化不會對LMX與員工創新行為之關係產生干擾效果。 |
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| 領導者部屬交換、組織正義、集權化、正式化、創新行為 |
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IIn this stage of our hospitality industrial history when innovation has become critical, an issue of increasing important to is how to promote employees' innovative behaviors at work. Previous research has implicated leader member exchange (LMX) as primary antecedents of employees' innovative behaviors. Regarding the nature of LMX is associated with innovative behavior Judge, Piccolo, and flies (2004) proposed a model of mediators of leaders' styles effects, arguing that an especially promising mediating framework is organizational justice. Besides, previous research has also implicated ”interactionist” approach to understanding innovation-related performance. Oldham and Cummings (1996) examined the independent and joint contributions of employees' personal characteristics and organizational context to employees' creative performance. Tsai and Kao (2004) examined whether the moderating effect of employees' extrinsic motivation on the relation between intrinsic motivation and innovative behaviors is, in turn, moderated by organization innovation climate.
This study examines the relationship between LMX and employees' innovative behaviors. This study also examines the organizational justice as a mediator of the relationship between LMX and employees' innovative behavior. This study also explores whether the moderating effect of centralization on the relation between LMX and innovative behaviors is, in turn, moderated by formalization.
Survey data on 248 employees of tourist hotels in Taiwan suggest that the employees who perceived the higher quality of their LMX were more likely to perform innovative behaviors. Results of structural equations modeling used to test direct and indirect relationships among the variables indicated that LMX positively predicted innovative behaviors but also had a positive influence through its effects on perceptions of ”justice of performance and compensation” and ”communicative and impartial justice” respectively. But, ”resignation guanxi and privilege” had no significant mediating effect on the relationship between LMX and employees' innovative behaviors. In addition, hierarchical regression analyses revealed high LMX associated with greater employees' innovative behaviors when formalization was high and centralization was low |
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| Leader member exchange, Organizational justice, Centralization, Formalization, Innovative behavior |
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