| 摘要: | 「領導者－部屬交換理論」（LMX理論）指出，領導者對待每位部屬的方式並不相同。領導者會將部屬區分為內團體與外團體兩種不同類型，並與之建立的不同交換關係。本研究將以LMX理論為基礎，探討「主管與部屬交換關係的三項重要判準（情感、忠誠、與貢獻）」是否會影響「主管對部屬的信任程度」、「獎酬分配」、與「知識分享」？再者，本研究還欲探討「主管對部屬的信任程度」對「獎酬分配」與「知識分享之關係」的關係，試圖釐清主管管理行為中「獎酬分配」與「知識分享」是否受到「主管對於部屬之信任程度」的影響。
本研究計劃擬採取情境實驗設計（scenario experiment）的研究方法，由研究者依影響主管與部屬交換關係的三個判準（即情感親疏、忠誠高低、及貢獻多寡），設計出八種員工類型腳本，要求受試者根據八種腳本所述之模擬情境來回答有關獎酬分配與知識分享的問題。因此，本研究為2×2×2完全受試者內實驗設計，以具有實際管理部屬之經驗，並擁有制定部屬之薪資獎酬之權責的100位企業主管為對象。本研究發現：
（1）就主管對部屬的獎酬決策（包括金錢獎酬，如年度調薪、獎金分紅；非金錢獎酬，如職位晉升、重要任務指派、決策參與、及公開表揚），以及主管對部屬的知識分享意願與信任程度而言，影響主管與部屬交換關係之三項判準（情感、忠誠、與貢獻）的主要效果均達顯著，亦即主管對於較親近情感、高忠誠、或高貢獻的部屬，的確會給予較多的金錢與非金錢獎酬，對其知識分享意願與信任程度也較高。
（2）「主管對部屬的信任程度」對「獎酬決策」與「主管對部屬的知識分享意願」影響效果顯著，亦即主管對於信任程度較高之部屬，所給予的金錢獎酬與非金錢獎酬，與對其知識分享的意願，相較於對信任程度較低之部屬皆有較高的分配。
According to Leader-Member Exchange (LMX) theory, supervisors treat subordinates differently at varying degrees and levels contingent on whether the latter are considered “insiders” or “outsiders”. This study, which is based on LMX theory, will examine the effects of the three key determinants (affect, loyalty and contribution) of the exchange relationships between supervisors and subordinates on the degree of trust, reward allocation, and knowledge sharing respectively. Also this study will examine the effects of the dgree of trust between supervisors and subordinates on the reward allocation and knowledge sharing respectively.
The study used a 2×2×2 scenario experiment design to examine the effects of the three exchange relationship factors between supervisors and subordinates on the degree of trust, reward allocation, and knowledge sharing respectively. A total of 100 managers who have the experiences of employee managing and reward allocating answered questionnaires regarding their choices about trust, reward allocation and knowledge sharing under a simulated situation involving eight employee types based on the three exchange relationship factors.
The main findings of the study were as follows:
(1) The main effects of the three exchange relationship factors (affect, loyalty, and contribution) between supervisors and subordinates on the reward allocation decision, the degree of trust, and knowledge sharing were significant, meaning that supervisors allocate more monetary and non-monetary rewards to subordinates with a close affective relationship, high loyalty, or high contribution. Supervisors also have more intention to share knowledge with such subordinates and the degree of trust for supervisors will be more high for such subordinates.
(2) The effect of the degree of trust between supervisors and subordinates on the reward allocation decision, and knowledge sharing were significant, meaning that supervisors allocate more monetary and non-monetary rewards to subordinates with more highly degree of trust between supervisors and subordinates. Supervisors also have more intention to share knowledge with such subordinates. |
