| 摘要: | 全球掀起數位銀行風潮，金融機構面對關閉分行裁減員工的趨勢，因此銀行的競爭優勢及績效在於無形資產－人力資源素質的好壞。然而一般分行成員中，主動性高的員工會有較積極的工作態度與較好的人際關係，他們會積極面對組織內部的變化與業績目標的完成(Seibert, Grant, & Karimer, 1999)；同事之間彼此交互作用產生良好的團隊氣氛可培養團隊的認同感(許清長，2011)。
主動性人格的員工與良好的團隊氣氛能在分行裡產生積極的工作氛圍，誘發一種自願合作、相互幫忙的組織公民行為，所以能夠提升員工的工作績效(Lambert, Eby & Reeves, 2006)。然而轉換型領導者強化了組織成員的信心及在組織中的自我定位，藉以激勵組織成員內在動機及提昇組織成員價值觀，促使組織成員發揮潛能，引導成員共同合作及共享願景(Draft, 2001)。
本研究目的為以下三點：1.探討主動性人格對組織公民行為與工作績效之影響。2.探討團隊氣氛對組織公民行為與工作績效之影響。3.探討轉換型領導在主動性人格與團隊氣氛對組織公民行為與工作績效影響間之調整作用。
本研究問卷以紙本問卷方式對大台北地區第一銀行、華南銀行、彰化銀行員工為訪問對象，有效問卷278份，回收率為93%，藉由描述性統計、項目分析、信度分析、因素分析、迴歸分析、層級迴歸分析、t檢定變異數分析等方法進行資料分析。
研究結果顯示，一、主動性人格對組織公民行為有顯著正向影響。二、主動性人格對工作績效有顯著正向影響。三、團隊氣氛對組織公民行為有顯著正向影響。四、團隊氣氛對工作績效有顯著正向影響。五、轉換型領導在主動性人格與團隊氣氛對組織公民行為與工作績效之影響上無顯著調節作用。
本研究結果發現，受試者對所填答題項多表示同意，顯示目前三商銀多數員工已具備主動性人格，其所服務的營業單位氣氛融洽，員工樂於為銀行付出，因此，主管已不需再加入過多的轉換型領導技巧來提高工作績效。
本研究提出管理意涵如下：一、鼓勵具主動性人格的員工，協助團隊積極成長；二、創造優質團隊氣氛，有利發展組織公民行為提升工作績效；三、若員工有主動性人格則會減少轉換型之領導功能；四、留住核心人才是當前領導者的管理重點。
Global digital wave of banks are rising, financial institutions face the trend to close branches and employees layoff. So, the competitive advantages and performance of the bank are based on intangible assets - human resources quality that may be good or bad. However, the general fact is the employees in branch who have high initiative and more positive attitude will own better interpersonal relationships, they can actively face changes within the organization and attain the performance goals(Seibert, Grant, & Karimer, 1999), and as there is good team climate by colleagues interact with each other that can cultivate the team identity (Hsu Length , 2011).The staff with proactive personality and good team climate can produce a positive working atmosphere in the office where induce a voluntary cooperation and mutual benefit behaviors which calls organizational citizenship behavior(OCB)and help to enhance the employee''s job performance (Lambert, Eby, & Reeves, 2006). However, transformational leaders can strengthen the organization members’ confidence and self-positioning in the organization that can encourage their intrinsic motivation and enhancing values, prompt their potential, and every member to work together and share the organizational vision (Draft, 2001).The purposes of this study are as follows:1. to study the impact of proactive personality on organizational citizenship behavior and job performance, 2. to study theiImpact of team climate on organizational citizenship behavior and job performance, 3.to study the moderating effect of transformational leadership on the influence to organizational citizenship behavior by proactive personality and team climate.
In this study, we use paper questionnaire for surveying the employees in greater Taipei area First Bank, Hua Nan Bank, Chang Hwa Bank, and 278 valid questionnaires are collected, the recovery rate was 93%.The statistics analysis is with descriptive statistics, item analysis, reliability analysis, factor analysis, regression analysis, hierarchical regression analysis, t–test, and analysis of variance.
The results show that first, proactive personality has a significant positive impact on organizational citizenship behavior. Second, proactive personality has a significant positive impact on job performance. Third, the team climate has a significant positive impact on organizational citizenship behavior. Fourth, the team climate has a significant positive impact on job performance. Fifth, there is no moderating effect of transformational leadership on the influence to organizational citizenship behavior by proactive personality and team climate.
This study found that subjects in banks by filling answers to express that the majority of employees have been with proactive personality, and business units they serve being with good team climate, and they are willing to do more effort for the bank, so, the transformational leadership style has been no much effect to improve performance .
This study proposes management implications are as follows: first, to encourage employees with proactive personality to help the team getting positive growth ; second, create high-quality team climate will help to develop organizational citizenship behavior for improving job performance ; third, if employees have proactive personality will ease transformational leadership function ; fourth, how to retain the key talent is the current focus in management of leaders. |
