The Relationships between Organizational Support and Employee Work Outcome: The Moderation Effectsof Power Distance and Equity Sensitivity
本研究闡釋健康照護產業中組織支持與人際關係理論的效度，醫療服務主 管員工上下關係權力距離的個體差異，以及院方與員工組織－員工夥伴關係公 平敏感度的實體差異為邊界條件，來檢視權力距離與公平敏感度是否會影響組 織支持與員工工作結果之間的關係。研究者以醫療服務業102對主管部屬配對 資料做為跨部門樣本，同時採用多重資料來源跨期研究法（員工評量知覺組織 支持、權力距離、公平敏感度與組織公民行為，而主管評量員工任務績效）， 分別在三個不同的時間點進行測量，用以分別檢驗權力距離與公平敏感度在知 覺組織支持與員工工作結果之關係的調節效果。研究發現，知覺組織支持分別 影響員工角色內任務績效和角色外組織公民行為的主效果正向地顯現出來；權 力距離和公平敏感度改變了知覺組織支持對工作結果的關係；權力距離調節知 覺組織支持和任務績效之間的關係，這種關係在個人的高權力距離呈現較強 烈；而在公平敏感度調節知覺組織支持和組織公民行為之間的關係，高公平敏 感度群組（自私自利）在組織－員工夥伴實體關係則呈現出較強的邊界條件。 針對上述發現，本研究就學術與實務兩方面提出研究建議。
The validity for theory of organizational support and interpersonal relationships within the health care industry was addressed in the present study. The individual differences of power distance in supervisor’s vertical relational identity, and the entity level in differences of equity sensitivity in organization-employee partnerships, were as boundary conditions to assess whether they uniquely affect the relationships between organizational support and employee work outcomes. Drawing on a cross-work unit sample of 102 supervisor-subordinate dyads was from medical service organization. In this study, constructs with different sources (e.g., employee rated their perceived organizational support, power distance, equity sensitivity, and organizational citizenship behavior, while supervisors rated their employees’ task performance) in order to reduce the possibility of same source bias were measured. To enhance the clarity of the causal relationship among variables of the present study, questionnaires were distributed at three time points. The moderating effects of power distance and equity sensitivity, respectively, on generally well established relationships between perceived organizational support and work outcomes were examined. Results showed that the main effect of perceived organizational support, respectively, on in-role task performance and on extra-role organizational citizenship behavior in local medical service institute positively exists. Secondly, both power distance and equity sensitivity altered relationships of perceived organizational support to work outcomes, in that the relationship of perceived organizational support on task performance was stronger for individuals scoring high on power distance, while the relationship of perceived organizational support on organizational citizenship behavior was stronger in the entity level of organization-employee partnerships for scoring high in equity sensitivity (entitled). Based on the above findings, some suggestions for academic and practical fields were offered.