The Effect of Self-Efficacy on Organizational Identification Under Organizational Change and The Role of Task Interdependence

• Main Authors: LU,JIAN-XI, 呂建希
• Other Authors: LIN,CHUN-YU
• Format: Others
• Language: zh-TW
• Published: 2016
• Online Access: http://ndltd.ncl.edu.tw/handle/19423653734619101984

碩士 === 國立臺北大學 === 企業管理學系 === 104 === This study examined the relationships between individual self-efficacy and organizational identification under organizational change and explored the moderating effects of task interdependence. Surveys were distributed to employees in a restructured telecommunications company in Taiwan. A total of 234 valid responses were received. There are several important results were found. First, the self-efficacy of employees was positively associated with organizational identification. Second, initiated task interdependence acted as a moderator between self-efficacy and organizational identification such that self-efficacy more positively related to organizational identification when employees’ initiated task interdependence was higher. Third, received task interdependence acted as a negative moderator between self-efficacy and organizational identification such that self-efficacy less positively related to organizational identification when employee’s received task interdependence was higher. Finally, outcome task interdependence didn’t play as a moderator role in the self-efficacy and organizational identification.