| Summary: | 博士 === 國立雲林科技大學 === 企業管理博士班 === 100 === The extra-role behavior of employees has a significant effect on the outcome of an organization’s performance. Therefore, understanding the antecedents of extra-role behavior is important. Relevant literature has mostly focused on the psychological attitudes and perceptive variables of employees (e.g. job satisfaction level, organizational support or commitment). However, in practice, under the premise that employees have to face the controls of organizational and managerial systems (e.g. performance appraisal systems, general pay systems, pay for performance, etc.), the psychological factors, such as employees’ motives, attitudes, perceptions, and values, influence the extra-role behavior of employees.
Because past empirical studies have lacked research from the perspective of managerial systems as the antecedents of extra-role behavior, this study aimed to conduct research on extra-role behavior with the variable of a pay for performance system, which is a combination of a pay system and a performance appraisal system. Meanwhile, the authors also explored the moderating effect of the organizational justice climate, the motives of impression management, and employees’ individual motive of power on the relationships between a pay for performance system and extra-role behavior.
Through investigation into full-time students studying in the evening division of six universities and colleges of science and technology located in the southern part of Taiwan, this study collected 204 valid paired samples (employers and their employees). The authors first conducted a confirmatory factor analysis (CFA) and reliability and validity tests in order to understand the level of goodness of fit between the measurement model and the observations. Additionally, a hierarchical regression analysis was conducted to test the relationships between the dependent variables and the independent variables, and the moderating effects, as well as testing the hypotheses.
This study found that (1) the higher the level of the organizational justice climate, the higher the level of the correlations between a pay for performance system and extra-role behavior; (2) the higher the cultural values of employee individual power distance, the higher the level of the correlations between a pay for performance system and extra-role behavior; (3) the stronger the impression management motive of an employee, the higher the level of the correlation between pay for performance system and extra-role behavior. These findings have significant theoretical and practical implications. Suggestions for future study are finally presented.
|
|---|
