本研究旨在探討並驗證國民小學教師知識管理、教師組織公民行為與學校創新經營效能之關係。 本研究主要目的為： 一、修訂教師知識管理量表、教師組織公民行為量表以及學校創新經營效能自評量表。 二、了解教師知識管理、教師組織公民行為與學校創新經營效能之關係。 三、探索教師知識管理、教師組織公民行為與學校創新經營效能之現況，並探索增進學校創新經營效能的可行策略。 四、根據教師知識管理、教師組織公民行為與學校創新經營效能的相關文獻與國內的實證研究，提出可供參考的建議。 本研究主要採取「調查研究法」，以新北市與臺北市公立國民小學教師為研究對象，研究工具為研究者修編之「國民小學教師知識管理、教師組織公民行為與學校創新經營效能之關係調查問卷」。發出正式問卷870份，回收可用問卷517份，回收問卷可用率為59.4%。 問卷調查所得資料以SPSS for Windows 12.0版電腦統計套裝軟體進行平均數及標準差統計分析、T考驗、單因子變異數分析及多元逐步迴歸分析等統計方法處理分析。 本研究之研究結果如下： 一、國民小學教師普遍認同學校創新經營效能之效能，且對教師知識管理及教師組織公民行為有正向的知覺。 二、不同職務、不同服務年資、不同學歷的國民小學教師在「教師知識管理」、「教師知識管理」、「教師知識管理」層面的知覺有顯著差異。 三、國民小學教師知識管理、教師組織公民行為與學校效能有直接正相關。 四、國民小學教師知識管理、教師組織公民行為對學校創新經營效能具有正面預測力。

本研究旨在探討國民小學教師組織政治知覺、印象管理動機與組織公民行為之關聯性，並分析學校組織政治氣候對教師組織政治知覺、印象管理動機與組織公民行為之間關係的影響。本研究採用調查研究法。在預試階段以新竹縣公立國民小學教師為對象，寄發300份預試問卷，回收有效問卷224份，據以分析測量工具的信效度。在正式施測階段，以臺灣地區公立國民小學教師為對象，寄發1,458份問卷，回收有效問卷1,026份。在資料分析方面，透過描述性統計、單因子變異數分析、相關分析及階層線性模式等方法，檢測本研究問題及假設。依據研究結果，本研究獲致以下結論： 一、教師組織政治知覺、印象管理動機與組織公民行為之現況分析 （一）國民小學教師具有中等程度的組織政治知覺。 （二）國民小學教師具有中高程度的印象管理動機。 （三）國民小學教師具有良好程度的組織公民行為。 二、教師組織政治知覺、印象管理動機與組織公民行為之差異分析 （一）教師的組織政治知覺會因學校規模、學歷及擔任職務之不同而有所差異。 （二）教師印象管理動機會因學校規模、學校地區、性別、學歷及擔任職務之不同 而有所差異。 （三）教師組織行為會因學校規模、學校地區、性別、年齡、服務年資及擔任職務 之不同而有所差異。 三、教師組織政治知覺、印象管理動機與組織公民行為之關聯性分析 （一）教師的組織政治知覺對組織公民行為具有負向的影響。 （二）教師的組織政治知覺對塑造正面印象的動機具有正向的影響。 （三）避免負面印象及塑造正面印象的動機對教師組織公民行為具有正向的影 響。 （四）教師的組織政治知覺會透過塑造正面印象的中介效果，間接對組織公民行為 產生正向的影響。 （五）學校組織政治氣候會調節教師組織政治知覺及組織公民行為的關係。 （六）學校組織政治氣候會調節教師組織政治知覺及塑造正面印象的關係。 依據研究結果，本研究針對學校行、校長及教師三方面提出相關建議： 一、對學校行政的建議 （一）形塑正向組織氣候，避免過多的政治行為。 （二）重視學校運作公平，提升成員的信任感。 （三）暢通溝通管道，避免影響團體的過度操弄。 二、對學校校長的建議 （一）妥善處理學校政治行為，避免產生負面效應。 （二）明辨成員工作行為動機，避免形成惡性競爭。 （三）正向肯定教師組織公民行為，鼓勵教師對教育工作的額外付出。 三、對學校教師的建議 （一）正向看待學校組織政治，調整自我工作心態。 （二）適時善用印象管理策略，提升工作績效表現。 （三）積極從事組織公民行為，創造個人與組織價值。 最後，本研究亦針對未來研究提出在測量工具、研究內容、研究設計及資料分析等方面的建議。 / The study investigated the relationships among the perception of organizational politics, impression management motives, and organizational citizenship behaviors in elementary school teachers. Moreover, this study analyzed the impact of the organizational political climate in schools on the relationships among the perception of organizational politics, impression management motives, and organizational citizenship behaviors. In the pretest administered in this study, a survey was conducted on public elementary school teachers in Hsinchu County. A total of 300 questionnaires were distributed, and 224 were returned. The reliability and validity of the questionnaire were tested. In the formal survey, the subjects were public elementary school teachers from across Taiwan. A total of 1,458 questionnaires were distributed, and 1,026 valid samples were returned. The data were analyzed using descriptive statistics, analysis of variance, correlation analysis, and hierarchical linear models to validate the research hypotheses. Based on the results, the following conclusions were derived: 1. The perception level of teachers regarding organizational politics, impression management motives, and organizational citizenship behaviors: (1) Elementary school teachers possess a middle-level perception of organizational politics. (2) Elementary school teachers possess middle-high-level impression management motives. (3) Elementary school teachers possess favorable organizational citizenship behaviors. 2. The variance analysis of teachers’ perception of organizational politics, impression management motives, and organizational citizenship behaviors: (1) The perception of organizational politics for teachers varies by school size, educational background, and position in school. (2) The impression management motives of teachers vary by school size, school location, gender, educational background, and position in school. (3) The organizational citizenship behaviors of teachers varies by school size, school location, gender, age, and years of service. 3. The relationships among teachers’ perception of organizational politics, impression management motives, and organizational citizenship behaviors: (1) The perception of organizational politics negatively affects organizational citizenship behaviors. (2) The perception of organizational politics for teachers positively affects the motivation to create a positive impression. (3) The motivation to avoid a negative impression and create a positive impression positively affects the organizational citizenship behaviors of teachers. (4) The creation of a positive impression for teachers mediates the relationship between the perception of organizational politics and organizational citizenship behaviors. (5) The organizational political climate in school moderates the relationship between the perception of organizational politics and the organizational citizenship behaviors of teachers. (6) The organizational political climate moderates the relationship between the perception of organizational politics and the development of a positive impression. According to the research results, the following suggestions are proposed for school practice, principals, and teachers. 1. For school practice: (1) Establish a positive organizational climate and avoid excessive political behavior. (2) Focus on the fairness of school operations and promote the trust of members. (3) Provide unimpeded communication channels and avoid excessive manipulation by the impacting group. 2. For school principals: (1) Appropriately control the political behavior of the school to avoid negative effects. (2) Distinguish working motivation among members to avoid negative competition. (3) Positively affirm teachers’ organizational citizenship behaviors, and encourage teachers to invest additional effort in educating students. 3. For school teachers: (1) Positively address school organizational politics, and adjust one’s self-working attitude. (2) Appropriately use impression management strategies to enhance job performance. (3) Positively engage in organizational citizenship behaviors, and create personal and organizational value. Finally, this paper provides suggestions for future research, which include suggestions for measuring tools, research content, research design, and data analysis.

Le secteur du bâtiment est le premier consommateur d’énergie en France. L’émergence de bâtiments performants apporte une réponse incomplète à ce problème car les comportements des usagers doivent être considérés. Notre objectif est de circonscrire le rôle de facteurs psychosociaux et organisationnels sur l’investissement des salariés pour leur entreprise et pour l’environnement. Au travail, les comportements de citoyenneté organisationnelle (CCO) sont adoptés volontairement et contribuent à l’efficacité de l’entreprise. En prolongement des travaux sur les CCO, les comportements pro-environnementaux (CPE) des salariés peuvent être considérés comme des CCO dirigés vers l’environnement (CCO-E). Pour examiner leurs déterminants, nous avons réalisé six études auprès de 889 étudiants et 592 salariés, travaillant dans un bâtiment classique ou exemplaire. Nous constatons que les salariés se sentant soutenus et traités équitablement seront plus enclins à réaliser des CPE et CCO-E, ce qui incite à renforcer la justice organisationnelle. Par ailleurs, les attitudes, valeurs et habitudes environnementales modèrent les effets du contexte organisationnel sur l’implication des salariés. En outre, la motivation environnementale au travail, lorsqu’elle est autodéterminée, a un effet positif sur les CPE et CCO-E. De même, les normes sociales influencent les comportements des salariés, d’autant plus quand les entreprises présentent une politique environnementale concrète mais non saturante. Enfin, les bâtiments performants offrant un contexte de travail confortable, encouragent la réalisation de CPE et CCO-E par les salariés. À partir de nos résultats, nous proposons des recommandations pour aider les professionnels du bâtiment et les organisations à mieux prendre en compte les occupants. / The building sector is the first energy consumer in France. The emergence of efficient buildings provides an incomplete response to this problem because users’ behaviors need be considered. Our aim is to define the role of psychosocial and organizational factors on employees’ investment for their company and for the environment. At work, organizational citizenship behaviors (OCB) are voluntarily adopted and contribute to the efficiency of the company. In continuation of the research on OCB, employees’ pro-environmental behaviors (PEB) can be viewed as OCB directed toward the environment (OCBE). In order to better understand their determinants, we conducted six studies including 889 undergraduate students and 592 employees, working in classic or exemplary buildings. We notice that employees who feel supported and fairly treated by their organization, will be more prone to adopt PEB and OCBE. This result encourages reinforcing organizational justice. Otherwise, environmental attitudes, values and habits moderate the effects of contextual factors on employees’ pro-environmental implication. In addition, self-determined environmental motivation at work has a positive effect on PEB and OCBE. Similarly, social norms have a positive influence on employees’ behaviors, especially when companies make a concrete but not overwhelming environmental policy. Finally, efficient buildings providing a comfortable working environment encourage employees to adopt PEB and OCBE. Based on our results, we propose recommendations to help building professionals and organizations to take better into account the occupants.

Notre travail doctoral vise à étudier l'impact du contexte social de l'organisation à un premier niveau, sur les perceptions des employés des ruptures du CP et à un second niveau, sur la performance au travail. Nous soutenons que la perception des employés de la rupture du CP est fortement subjective, et donc, qu'elle dépend majoritairement des repères sociaux que l'employé capte en observant la façon dont l'organisation traite les autres employés. S'appuyant sur ces arguments, l'existence de relations politiques au sein de l'organisation ainsi que les processus de comparaison sociale ont été plaidés comme facteurs contextuels sociaux influençant la perception des employés de la rupture du CP et leurs comportements subséquents de performance au travail. L'enquête a été réalisée sur un échantillon non aléatoire de 322 dyades subordonné-superviseur. Le test des hypothèses a démontré que le contexte social négatif est positivement associé à la rupture du CP au niveau transactionnel et au niveau relationnel. Les ruptures des CP transactionnel et relationnel ont des effets significatifs et négatifs sur les comportements volontaires et obligatoires des employés. L'effet est d'ailleurs légèrement plus fort pour les comportements volontaires que pour les comportements obligatoires. L'importance perçue des promesses non tenues a des effets modérateurs significatifs sur la relation entre la rupture des CP transactionnel et relationnel et sur les comportements volontaires des salariés. En revanche, cette importance n'a pas d'effet modérateur significatif sur la relation entre la rupture du CP et les comportements obligatoires des salariés. / The current study is aimed at investigating the impact of organizational social context on employees' perceptions of PCB and subsequent performance behaviors. We argued that employee's perception of PCB is highly subjective in nature, thus, heavily depends on social cues the employee picks up from the organization's treatment to other coworkers. Based on these arguments, organizational politics and social comparison processes (positive and negative comparisons) were argued as social contextual factors that influence employee's perception of PCB and subsequent performance behaviors. A non-random purposive sample of 322 subordinate-supervisor matching dyads, with 60% response rate, collected from various public & private organizations of Pakistan. The SR model results demonstrated that the negative social contextual factors (organizational politics & negative comparison) had significant positive associations with both transactional and relational PCB. However, the positive social contextual factor (positive comparison) had non-significant effects on both transactional and relational PCB. Both transactional and relational PCB had significant negative effects on employees' extra-role (OCB-I) and in-role behaviors, and the effect size was, slightly, greater for extra-role than in-role behaviors. Perceived importance of broken promises showed significant moderating effects only for the relationship between PCB (transactional & relational) and employees' extra-role behaviors (OCB-I) but not between PCB and in-role behaviors.