2016-08-012024-05-17https://scholars.lib.ntu.edu.tw/handle/123456789/693727摘要：「主管工作外支持」是華人企業常見的現象，它有別於西方主管支持的概念，卻少有研究加以探討。有鑒於此，本計劃將以華人企業的「主管工作外支持」為研究主題。第一年的目的，在蒐集華人企業「主管工作外支持」的事例以進行量表編製（研究一），並透過確認性因素分析以瞭解「主管工作外支持」是否與「主管工作上支持」有所區分(H1)（研究二），另探討「主管工作上支持」與「主管工作外支持」與若干結果變項（滿意度、效忠主管、工作生活衝突）的區分性關連性(H2-H11)，以建立構念關係網證據（研究三）。第二年的目的，則在探討華人企業主管工作上與工作外支持到員工績效表現的心理歷程，包含角色內績效與角色外績效(H12-H17)、以及創造性績效(H18-H27)（研究四）。第三年的目的，乃探討是華人主管的傳統家庭觀念（父母角色義務觀）如何影響「主管工作外支持」(H28-H32)，以回答「主管為何對部屬展現工作外支持」的問題，如此對於中國企業「主管工作外支持」究竟是角色內職責或角色外工作，也能提供新的觀點（研究五、研究六）。<br> Abstract: Supervisory non-work support (SNWS) is a prevalent phenomenon in Chinese enterprise. Although SNWS differs from supervisory support in West, it received little attention in Chinese leadership research. Therefore, the purpose of this project is to explore the topic of SNWS in Chinese enterprise. In the first year, I will collect events from Chinese enterprise for developing scale items of SNWS (Study 1). I will also conduct confirmatory factor analysis to show that SNWS is a distinct construct from supervisory work support (SWS) (H1) (Study 2). Furthermore, I will examine whether SNWS and SWS have differential relationships with employees’ psychological responses (satisfaction, loyalty to supervisor, work-life conflict) so as to accumulate the evidence of nomological networking for SNWS scale (H2-H11) (Study 3). In the second year, I will explore the psychological process from SNWS and SWS to employee in-role and extra-role performance (H12-H17) as well as creative performance (H18-H27) (Study 4). In the third year, I will examine how Chinese traditional familism (parental role obligation belief) influence SNWS (H28-H32) in response to the question of “why do Chinese supervisors offer SNWS to subordinates?” Exploring this issue will provide insight regarding the question of whether SNWS in Chinese enterprise belongs to in-role obligation or extra-role work (Study 5 and Study 6).主管工作上支持主管工作外支持Supervisory work supportSupervisory non-work support