Loading...
|
Please use this identifier to cite or link to this item:
https://nccur.lib.nccu.edu.tw/handle/140.119/141291
|
Title: | 影響跨部門專業組織工作績效因素之研究:以菸酒聯合稽查及取締小組為例 Factors Affecting the Performance of a Cross-departmental Professional Organization:the Case of the Joint Taskforce for Inspection and Banning Tobacco and Alcohol |
Authors: | 簡紅玉 Chien, Hung-Yu |
Contributors: | 黃東益 Huang, Tong-Yi 簡紅玉 Chien, Hung-Yu |
Keywords: | 轉換型領導 團體信任 專業承諾 稽查小組 跨部門 transformational leadership group trust professional commitment audit teams cross-departmental |
Date: | 2022 |
Issue Date: | 2022-08-01 18:37:04 (UTC+8) |
Abstract: | 為了解決日益複雜的社會問題,政府內部相關跨部門專案小組的數量不斷增加。因此,影響專案小組工作績效的因素,值得吾人深入予以研究。本研究以財政部菸酒聯合稽查及取締小組為例,探討轉換型領導、團體信任、專業承諾與該小組工作績效的關係。
針對北部地區海巡署、保三總隊、縣市警察局、財政部關務署海關等單位共約400名實際參與查緝走私業務的人員,本研究於2022年4月1日至同年4月20日之間進行問卷施測。問卷總計回收332份,剔除無效問卷15份,有效問卷317份,回收問卷有效率95.48 %。針對有效問卷,本研究利用SPSS以及JASP統計軟體進行統計分析。
本研究主要發現如下:
1.轉換型領導、團體信任與專業承諾顯著影響稽查小組的工作績效。就影響力大小而言,轉換型領導的影響力最大,團體信任次之,專業承諾最小。
2.轉換型領導不但會直接影響小組的工作績效,也會透過專業承諾此一中介變項,間接影響小組的工作績效。團體信任會直接影響小組的工作績效,也會透過專業承諾此一中介變項,間接影響小組的工作績效。
3.就調節效果而言,年齡正向調節轉換型領導與專業承諾的關係。而轉換型領導與工作績效的正向關係,轉換型領導與專業承諾的正向關係,專業承諾與工作績效的正向關係,都會隨著小組成員工作年資的拉長,而呈現稍微減弱的現象。
根據實證研究發現,本研究提出下列管理意涵及實務建議意見:1.決策者必須慎選「領導能力足夠」的現場指揮主管。2.管理者與小組成員從工作中逐步培養團體信任感。3.在兼顧激勵與信任兩大因素的前提下,建議管理者設計一套統整的情資窗口。 In order to solve increasingly complex social problems, the number of relevant inter-departmental task forces within the government is increasing. Therefore, the factors that affect the work performance of the task force are worthy of our in-depth study. This study takes the Ministry of Finance`s tobacco and alcohol joint inspection and ban group as an example to explore the relationship between transformational leadership, group trust, professional commitment and the group`s work performance.
Aiming at about 400 personnel who actually participated in the investigation and arrest of smuggling from the Northern Region Coast Guard, Baosan Corps, County and City Police Stations, Customs Administration of the Ministry of Finance and other units, this study was conducted from April1, 2022 to April 20 of the same year. Questionnaires were administered during the day. A total of 332 questionnaires were recovered, 15 invalid questionnaires were excluded, 317 were valid questionnaires, and the recovery rate was 95.48%. For valid questionnaires, this study uses SPSS and JASP statistical software for statistical analysis.
The main findings of this study are as follows:
1.Transformational leadership, group trust, and professional commitment significantly impact audit team performance. In terms of influence size, transformational leaders had the greatest influence, followed by group trust and least professional commitment.
2.Transformational leadership not only directly affects the work performance of the group, but also indirectly affects the work performance of the group through the intermediary variable of professional commitment. Group trust directly affects the work performance of the group, and also indirectly affects the work performance of the group through the mediating variable of professional commitment.
3. In terms of moderating effect, age positively moderates the relationship between transformational leadership and professional commitment. The positive relationship between transformational leadership and job performance, the positive relationship between transformational leadership and professional commitment, and the positive relationship between professional commitment and job performance will all show a slightly weakened phenomenon with the lengthening of team members’working years.
According to empirical research findings, this research puts forward the following management implications and practical suggestions:1. Decision makers must carefully select field commanders with “sufficient leadership skills”. 2.Managers and team members gradually cultivate a sense of group trust from their work. 3.Under the premise of taking into account the two factors of incentive and trust, it is recommended that managers design a set of integrated information windows. |
Reference: | 壹、中文部分
王光旭、史美強(2008)。台灣府際財政治理的競合關係:一個網絡分析的實證研究。公共行政學報,28,9-83。
史美強、蔡武軒(2000)。網絡社會與治理概念初討。中國行政評論,10(1),3-74。
江大樹、張力亞(2016)。地方治理:變革、創新與實踐。台北:元照。
考試院(2010)。文官制度興革規劃方案,2014年4月15日。取自:http://csinfo.exam.gov.tw/public/Attachment/042218451093.pdf。
余致力(2002)。激勵士氣?打擊士氣?--行政機關實施績效獎金制度之評估。人事月刊,35(5),47-60。
吳定等(2007)。行政學。臺北:國立空中大學。
李長晏(2007)。邁向府際合作治理:理論與實踐。台北:元照。
李俊達、黃朝盟(2010)。組織精神力與工作績效之研究:以臺北市政府中高階文官為例。東吳政治學報,3(28),187-233。
李柏諭(2011)。跨部門治理的理論與實踐:以蓮潭國際文教會館的委外經驗為例。公共行政學報,(40)。
李娸維等(2010)。臺灣漁會領導型態與激勵制度對員工工作績效影響之研究。公共行政學報,36,91-123。
李進明(2003)。工作滿足、組織承諾及專業承諾關係之研究-以國軍憲兵幹部為例。南華大學管理研究所碩士論文。
林水波、李長晏(2005)。《跨域治理》。台北:五南。
林明鏘(2011)。德國公務員制度之最新變革:兼論我國文官制度的危機。臺大法學論叢,40(4),2037-2085。
林惠美(2014)。跨組織合作與協調機制之研究-以海岸巡防機動查緝隊查緝走私案件為例,佛光大學公共事務學系碩士班公共事務學系碩士論文,未出版,宜蘭。
邱皓政(2005)。量化研究法(二):統計原理與分析技術。台北:雙葉。
邱雅琪(2017)。不同世代工作價值觀對組織承諾與專業承諾影響之研究—以臺北市地方稅務人員為例。國立臺北大學公共行政暨政策學系碩士論文。
胡其安(1999)。組織政治氣候與員工作態度關係之研究─以信任為干擾變項。銘傳大學管理科學研究所碩士論文,未出版,台北。
財政部國庫署(2022)。91年至110年12月查獲違法菸酒統計表。民111年1月14日,取自:https://www.nta.gov.tw/BOTAAA/multiplehtml/356
高瑞新(2011)。工作價值觀與服務導向組織公民行為之研究─以警專學生為例探討心理契約與專業承諾之中介效果。國立中央大學企業管理研究所博士論文,未出版,桃園縣。
張四明(1998)。府際間的協調:問題與解決途徑,行政學報,29,213-250。
戚樹誠(2010)。組織行為-台灣經驗與全球視野。台北:雙葉。
陳金貴(2011)。公務人力問題的探討:人力資本管理的觀點。人事月刊,53(5),1-10。
陳金貴(2013)。政府人事改革的省思:人力資源管理觀點。人事行政,182,69-72。
陳敦源、張世杰(2010)。公私協力夥伴關係的弔詭。文官制度季刊,2(3),17-71。
陳敦源等(2013)。公部門陞遷制度之實證研究:以正義觀點為核心的檢視。考試院 2013年研究發展委員會委託研究報告。臺北:考試院。
彭衍鈞(2014)。我國漁船走私菸品模式及查緝績效之重要-表現程度分析。國立高雄海洋科技大學航運管理研究所碩士論文,未出版,高雄。
曾信超、康榮民(2010)。轉換型領導,組織變革不確定感與組織承諾關係之研究―以調節焦點為中介變數。中山管理評論,18(4),915-947。
黃彩霖(2003)。醫院行政人員的人格特質、工作壓力、工作投入專業承諾及工作績效之相關性研究。南華大學管理研究所碩士學位論文,未出版,嘉義。
廖良文、林文政(2011)。高績效工作系統於轉換型領導與員工工作績效間之角色--跨層級調節效果之觀點。東吳經濟商學學報,73,29-66。
廖良文、黃同圳(2009)。高績效工作系統與人事專業人員工作績效關連性之研究-組織創新之跨層次中介效果。人力資源管理學報,9(4),17-41。
廖嘉展、江大樹、張力亞(2016)。從社區總體營造到社群跨域治理:埔里生態城鎮轉型案例分析。臺灣文獻,67(3),92。
劉宜君(2018)、陳敦源、林昭吟、賴怡樺。專業職能分歧作為另類的跨域治理議題:以衛生福利部為例之初探研究。文官制度季刊,10(2),21-52。
蔡永榆(2016)。漁船走私菸品防制策略之研究。逢甲大學公共政策研究所碩士論文,未出版,台中。
蔡秀涓(2004)。公務人員組織信任模型之建構:以台北市政府為例。人文及社會科學集刊,16,241-279。
貳、英文部分
Avolio, B. J., & Bass, B. M. (1995). Individual consideration viewed at multiple levels of analysis: A multi-level framework for examining the diffusion of transformational leadership. The Leadership Quarterly, 6(2), 199-218.
Barczak, G., Lassk, F., & Mulki, J. (2010). Antecedents of team creativity: An examination of team emotional intelligence, team trust and collaborative culture. Creativity and Innovation Management, 19(4), 332-345.
Bass, B. M. (1985). Leadership and Performance beyond Expectations. New York:
Bass, B. M., & Avolio, B. J. (1990). Developing transformational leadership: 1992 and beyond. Journal of European Industrial Training.
Bass, B. M., & Avolio, B. J. (1994). Transformational Leadership and Organizational Culture. The International Journal of Public Administration, 17(3-4), 541-554.
Becker, T. E., Kernan, M. C., Clark, K. D., & Klein, H. I. (2015).Dual commitments to organizations and professions: Different motivational pathways to productivity. Journal of Management. https:// doi.org/10.1177/0149206315602532.
Bidault, F., & Castello, A. (2009). Trust and creativity: understanding the role of trust in creativity‐oriented joint developments. R&D Management, 39(3), 259-270.
Black, R. R., & Mouton, J. S. (1984). The Managerial Grid III. Houston, TX: Gulf Publishing.
Blomquist, T., Farashah, A. D., & Thomas, J. (2016). Project management self-efficacy as a predictor of project performance: Constructing and validating a domain-specific scale. International Journal of Project Management, 34(8), 1417-1432.
Boies, K., Fiset, J., & Gill, H. (2015). Communication and trust are key: Unlocking the relationship between leadership and team performance and creativity. The leadership Quarterly, 26(6), 1080-1094.
Borucki, C. C., & Burke, M. J. (1999). An examination of service‐related antecedents to retail store performance. Journal of Organizational Behavior, 20(6), 943-962.
Brattstrom, A., Löfsten, H., &Richtnér, A. (2012). Creativity, trust and systematic processes in product development. Research Policy, 41(4), 743-755.
Bruce J. & W. Z. Avolid. (2004). Transformational leadership and organizational commitment: mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior, 25(8), 951-968.
Burns, J. M. (1978). Leadership. New York: Harper & Row.
Carnevale, D. G. (1995). Trustworthy Government: Leadership and Management Strategies for Building Trust and High Performance. Jossey-Bass.
Chang, E., & Hahn, J. (2006). Does pay‐for‐performance enhance perceived distributive justice for collectivistic employees? Personnel Review,35: 397-412.
Chang, J. Y., & Choi, J. N. (2007). The dynamic relation between organizational and professional commitment of highly educated research and development (R&D) professionals. The Journal of Social Psychology, 147(3), 299-315.
Chen, J. X., Sharma, P., Zhan, W., & Liu, L. (2019). Demystifying the impact of CEO transformational leadership on firm performance: Interactive roles of exploratory innovation and environmental uncertainty. Journal of Business Research, 96, 85-96.
Constant, D., Sproull, L., & Kiesler, S. (1996). The kindness of strangers: The usefulness of electronic weak ties for technical advice. Organization Science, 7(2), 119-135.
Cook, J., & Wall, T. (1980). New work attitude measures of trust, organizational commitment and personal need non‐fulfilment. Journal of Occupational Psychology, 53(1), 39-52.
Curşeu, P. L., &Pluut, H. (2013). Student groups as learning entities: The effect of group diversity and teamwork quality on groups` cognitive complexity. Studies in Higher Education, 38(1), 87-103.
Curşeu, P. L., Schruijer, S., &Boroş, S. (2007). The effects of groups` variety and disparity on groups` cognitive complexity. Group Dynamics: Theory, Research, and Practice, 11(3), 187.
Do, M. H., & Minbashian, A. (2020). Higher-order personality factors and leadership outcomes: A meta-analysis. Personality and Individual Differences, 163, 110058.
Fiedler, F. E. (1967). A Theory of leadership effectiveness. NewYork:McGraw-Hill.
Fiery, B. M. (2008). Contextual Influences Affecting Transformational Leadership in Northwest Virginia Multiple Nonprofit Hospital Systems (Doctoral dissertation, University of Phoenix).
Gratton, L. (1997). Tomorrow people. People Management, 3(15), 22-27.
Hersey, P., & Blanchard, K. H. (1969). Life cycle theory of leadership. Training & Development Journal.
Hill, T., Smith, N. D., & Mann, M. F. (1987). Role of efficacy expectations in predicting the decision to use advanced technologies: The case of computers. Journal of Applied Psychology, 72(2), 307.
House, R. J. (1971). A path goal theory of leader effectiveness. Administrative Science Quarterly, 321-339.
Isaac, J. E. (2001). Performance related pay: The importance of fairness. Journal of Industrial Relations, 43(2), 111-123.
Jauch, L. R., Glueck, W. F., & Osborn, R. N. (1978). Organizational loyalty, professional commitment, and academic research productivity. Academy of Management Journal, 21(1), 84-92.
Judge, T. A., Bono, J. E., Ilies, R., & Gerhardt, M. W. (2002). Personality and leadership: a qualitative and quantitative review. Journal of Applied Psychology, 87(4), 765.
Jung, D. I. (2001). Transformational and transactional leadership and their effects on creativity in groups. Creativity Research Journal, 13(2), 185-195.
Jyoti, J., & Dev, M. (2015). The impact of transformational leadership on employee creativity: the role of learning orientation. Journal of Asia Business Studies,9: 78-98.
Kahn, R., & Katz, D. (1960). Leadership Practices in Relation to Productivity and Morale (2 ed.). Elmsford, NY: Row, Paterson.
Kemper Theodore, D. (2011). Status, power and ritual interaction. A relational reading of Durkheim, Goffman and Collins.
Kettl D., 2002, The Transformation of Governance: Public Administration for Twenty-First Centrary. Baltimore: John Hopkins Univ.
Kissi, J., Dainty, A., & Liu, A. (2012). Examining middle managers` influence on innovation in construction professional services firms: a tale of three innovations. Construction Innovation, (12),11-28.
Kramer, R. M. (1999). Trust and distrust in organizations: Emerging perspectives, enduring questions. Annual Review of Psychology, 50, 569.
Laloux, F. (2014).Reinventing organizations:A guide to creating organizations inspired by the next stage in Human Consciousness. Nelson Parker.
Lawler, E. J., & Yoon, J. (1993). Power and the emergence of commitment behavior in negotiated exchange. American sociological review, 465-481.
Lawler, E. J., & Yoon, J. (1996). Commitment in exchange relations: Test of a theory of relational cohesion. American Sociological Review, 89-108.
Lawler, E. J., Thye, S. R., & Yoon, J. (2009). Commitment in structurally enabled and induced exchange relations. Social Psychology Quarterly, 69(2), 183-200.
LePine, J. A., Piccolo, R. F., Jackson, C. L., Mathieu, J. E., & Saul, J. R. (2008). A meta‐analysis of teamwork processes: tests of a multidimensional model and relationships with team effectiveness criteria. Personnel Psychology, 61(2), 273-307.
Liao, H., & Chuang, A. (2004). A multilevel investigation of factors influencing employee service performance and customer outcomes. Academy of Management journal, 47(1), 41-58.
Liao, H., & Chuang, A. (2007). Transforming service employees and climate: a multilevel, multisource examination of transformational leadership in building long-term service relationships. Journal of Applied Psychology, 92(4), 1006.
Lin, T. C., & Huang, C. C. (2008). Understanding knowledge management system usage antecedents: An integration of social cognitive theory and task technology fit. Information &Management, 45(6), 410-417.
Lu, K. Y., Chang, L. C., & Wu, H. L. (2007). Relationships between professional commitment, job satisfaction, and work stress in public health nurses in Taiwan. Journal of Professional Nursing, 23(2), 110-116.
McAllister, D. J. (1995). Affect-and cognition-based trust as foundations for interpersonal cooperation in organizations. Academy of Management Journal, 38(1), 24-59.
McElroy, J. C., Morrow, P. C., Power, M. L., & Iqbal, Z. (1993). Commitment and insurance agents` job perceptions, attitudes, and performance. Journal of Risk and Insurance, 363-384.
Meyer, J. P., Allen, N. J., & Smith, C. A. (1993). Commitment to organizations and occupations: Extension and test of a three-component conceptualization. Journal of Applied Psychology, 78(4), 538.
Mishra, A. K. (1996). Organizational responses to crisis. Trust in Organizations: Frontiers of Theory and Research, 261, 1996.
Mitchell, R., Boyle, B., O’Brien, R., Malik, A., Tian, K., Parker, V., & Chiang, V. (2017). Balancing cognitive diversity and mutual understanding in multidisciplinary teams. Health Care Management Review, 42(1), 42-52.
Mitchell, R., Parker, V., Giles, M., & White, N. (2010). Toward realizing the potential of diversity in composition of interprofessional health care teams: An examination of the cognitive and psychosocial dynamics of interprofessional collaboration. Medical Care Research and Review, 67(1), 3-26.
Morrow, P. C. (1983). Concept redundancy in organizational research: The case of work commitment. Academy of Management Review, 8(3), 486-500.
Mosley, J. E., & Wong, J. (2021). Decision-making in collaborative governance networks: Pathways to input and throughput legitimacy. Journal of Public Administration Research and Theory, 31(2), 328-345.
Nemeth, C. J. (1995). Dissent as driving cognition, attitudes, and judgments. Social Cognition, 13(3), 273.
Nyhan, R. C. (2000). Changing the paradigm: Trust and its role in public sector organizations. The American Review of Public Administration, 30(1), 87-109.
Odusami, K. T., Iyagba, R. R. O., &Omirin, M. M. (2003). The relationship between project leadership, team composition and construction project performance in Nigeria. International Journal of Project Management, 21(7), 519-527.
Pillai, R., & Williams, E. A. (2004). Transformational leadership, self‐efficacy, group cohesiveness, commitment, and performance. Journal of Organizational Change Management, 17(2),144- 159.
Porter, L. W., Steers, R. M., Mowday, R. T., &Boulian, P. V. (1974). Organizational commitment, job satisfaction, and turnover among psychiatric technicians. Journal of Applied Psychology, 59(5), 603-609.
Public Service Commission of Canada (1998). Trust Within the Organization. Canada: Public Service Commission of Canada Publishing.
Robbine, P.S.& Coulter, M. Managerment (8thed.). NJ: Prentice Hall, 2005.
Sato, K. (1988). Trust and group size in a social dilemma. Japanese Psychological Research, 30(2), 88-93.
Schermerhorn Jr, J. R. (1999). Learning by going? The management educator as expatriate. Journal of Management Inquiry, 8(3), 246-256.
Schyns, B. (2001). Self-monitoring and occupational self-efficacy of employees and their relation to perceived transformational leadership. Current Research in Social Psychology, 7(3), 30-42.
Shafi, M., Lei, Z., Song, X., & Sarker, M. N. I. (2020). The effects of transformational leadership on employee creativity: Moderating role of intrinsic motivation. Asia Pacific Management Review, 25(3), 166-176.
Shalley, C. E., & Zhou, J. (2008). Organizational creativity research: A historical overview. Handbook of Organizational Creativity, 331, 3-31.
Shin, S. J., & Zhou, J. (2003). Transformational leadership, conservation, and creativity: Evidence from Korea. Academy of Management Journal, 46(6), 703-714.
Steen-Adams, M. M., Abrams, J. B., Huber-Stearns, H. R., Moseley, C., & Bone, C. (2020). Local-level emergence of network governance within the US Forest Service: A case study of mountain pine beetle outbreak from Colorado, USA. Forest Policy and Economics, 118, 102204.
Stogdilla, R. M., & Coons, A. E. (1951). Leader Behavior: Its Description and Measurement, Research Monograph No.88. Columbus: Ohio State University, Bureau of Business Reserch.
Taylor, L. E. (1988). Professional Commitment: The Influence of the Process Socio-Demographic Factors in Canadian Social Work (Doctoral dissertation, Toronto: University of Toronto).
Volmer, J., Spurk, D., & Niessen, C. (2012). Leader–member exchange (LMX), job autonomy, and creative work involvement. The Leadership Quarterly, 23(3), 456-465.
Yang, Y., Narayanan, V. K., Baburaj, Y., & Swaminathan, S. (2016). Team mental model characteristics and performance in a simulation experiment. Management Research Review, 39(8), 899–924.
Zhang, X., Zhang, Y., Sun, Y., Lytras, M., Ordonez de Pablos, P., & He, W. (2018). Exploring the effect of transformational leadership on individual creativity in e-learning: a perspective of social exchange theory. Studies in Higher Education, 43(11), 1964-1978.
Zhao, N., Fan, D., & Chen, Y. (2021). Understanding the Impact of Transformational Leadership on Project Success: A Meta-Analysis Perspective. Computational Intelligence and Neuroscience, https//doi.org/10.1155/2021/7517791.
Zheng, J., Wu, G., & Xie, H. (2017). Impacts of leadership on project-based organizational innovation performance: The mediator of knowledge sharing and moderator of social capital. Sustainability, 9(10), 1893. |
Description: | 碩士 國立政治大學 行政管理碩士學程 109921017 |
Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0109921017 |
Data Type: | thesis |
DOI: | 10.6814/NCCU202201065 |
Appears in Collections: | [行政管理碩士學程(MEPA)] 學位論文
|
Files in This Item:
File |
Size | Format | |
index.html | 0Kb | HTML2 | 194 | View/Open |
|
All items in 政大典藏 are protected by copyright, with all rights reserved.
|