Geen opsomming beskikbaar nie / No summary available / Industrial & Organisational Psychology / M. Com. (Industrial and Organisational Psychology)

Individual distress in the work-place has been cited as the cause of enormous loss of productivity and income, and has therefore attracted much attention from researchers and therapists alike. However, an extensive literature study reveals that in the field of work-related distress and its management, there appears to be discontinuity, a diversity of opinion and even confusion with regard to definitions, causes and possible remedies for the problem. It is suggested that this situation has been brought about and is being perpetuated by the Newtonian/Cartesian epistemological foundation on which most thinking in the field is based. It is further suggested that an epistemology informed by ecosystemic, constructivist principles could facilitate a way of thinking which would be more useful in this context. A case study was done in accordance with the above-mentioned ideas, which served as an investigation of their usefulness in a situation of reported work-related stress. On the basis of the information which emerged from the study, it is concluded that an ecosystemic approach can indeed provide a useful basis for understanding such situations. Furthermore, it is suggested that there are certain commonalities between such situations which are primarily founded in contexts in which the individual finds himself faced with contradictory demands which are not acknowledged as such. Finally, the point is made that if, in accordance with a constructivist viewpoint, "stress" is understood to be a social construction rather than an absolute condition, then the traditional way of thinking provides us with descriptions of man, society and the relationship between them, which are negative and may also be reflexively destructive. However, since constructivism allows for a different construction to be brought forth, we may utilise ecosystemic thinking to provide a more optimistic view. / Psychology / D. Litt. et Phil. (Psychology)

在經濟自由化、國際化潮流的衝擊下，公營事業「私有化」（privatization）自1980年代以來成為主流思潮，在國內政治、經濟、社會發展日趨成熟，以及公營事業機構經營績效普遍不彰的環境下，紛紛要求政府去保護、去壟斷、去管制，讓公營事業回歸市場競爭機制，於是行政院於1989年成立跨部會的「專案小組」負責推動民營化工作，惟民營化的腳步卻顯得蹣跚難以開展，直到1996年「國家發展會議」中才確立「加速民營化」的共識後，民營化政策乃如火如荼的展開。 歷經十幾年民營化推行的結果，弊端叢生，有淪為財團化、賤賣國產、政治酬庸工具、製造大量失業的疑慮，並嚴重損及員工既有的工作權益，而廣受訾議；近年來更質變為政府籌措財源的工具，以致員工抵制、抗爭民營化政策持續未歇，乃至遊說立法委員通過特別立法加以保護與刪減釋股預算等，百般推遲、阻撓民營化進度，究其原因，乃在員工預期民營化組織變革將帶來不確定性未來的集體共同認知使然，害怕減薪、裁員、失去工作保障、勞動條件改變、僱庸關係變更、喪失公務員身分、權力及社會地位降低、經濟利益減損、可用資源減少、工作量增加…等等。 本研究以公賣局為個案研究，公賣局為因應民營化的需要，改善經營體質，提升組織競爭力，從1996 年開始規劃實施一連串的組織變革措施中，主要進行人力精簡、組織調整及全面品質管理等三大重要變革措施，其中以人力精簡與組織調整對員工的衝擊影響最大；人力精簡從1997年到2003年10月底止，已精簡4371人，有1/3以上的員工選擇優惠離退，而組織調整的方式則以簡併、裁撤、遷廠方式為之，影響了數千名員工的工作地點、工作性質、人際關係與環境的變動，員工在經歷這些重大組織變革，其對民營化組織變革的認知情況如何，是否會反應在工作壓力與組織承諾上，所以本研究即以微觀的認知觀點，試圖從員工對民營化組織變革的不確定性認知切入，來探求民營化組織變革的不確定性認知，對員工工作壓力與組織承諾的影響情況，深切鋪陳員工心理層面的憂鬱、焦慮、徬徨的感受，以提供政府當局及變革推動者參考。 本研究除採用文獻探討法對過去學者研究文獻做一回顧與整理外，並使用問卷調查法，以2004年2月底留任在台灣菸酒公司流通事業部職員為研究對象，所得有效樣本462份資料，以描述性統計分析、因素分析、信度分析、t檢定、單因子變異數分析、皮爾森積差相關分析、逐步迴歸分析等統計方法予以分析。 本研究主要獲致結論如下： 在描述性統計分析方面，員工最擔心的是被減薪（87.9%）、職務或工作地點變動（82%）、被裁員或解僱（80.8%）、失去公務員身分工作權較無保障（78.8%）、以及對個人未來的事業生涯有不安與徬徨的感受（76.6%），除此之外，對未來角色的變更也充滿相當的憂慮，在變革過程中，員工也認為所獲取或接觸的變革資訊嚴重不足，也顯示參與決策與溝通的管道不夠暢通，並且也相信民營化組織變革將使組織發展更具變動性，在在均說明了員工對民營化組織變革充滿了不確定性的認知程度相當高。反應在工作壓力方面，則以「焦慮反應」最為嚴重，平均數比率為75.56%，其次為「工作過荷」的現象為70.82%，然其對組織的「價值及努力承諾」、「留職承諾」仍舊是非常高昂，平均數比率分別為71.8%、71.62%。 在差異性分析方面，發現有顯著差異者有：1.不同年齡、職位的員工對「變革資訊」的不確定性認知有顯著差異。2.不同工作類別的員工對「溝通疑慮」的不確定性認知有顯著差異。3.不同職位員工對「組織發展」的不確定性認知有顯著差異。4.不同職位的員工對「低自尊」有顯著差異。5.不同工作類別的員工對「留職承諾」有顯著差異。 在相關分析方面，民營化組織變革的不確定性認知與工作壓力呈高度正向相關，與組織承諾則呈中度負向相關，而工作壓力與組織承諾則呈高度負向相關。 在預測力分析方面，民營化組織變革的不確定性認知對工作壓力、工作壓力對組織承諾均具解釋力或預測力，且工作壓力對民營化組織變革的不確定性認知與組織承諾間具有中介效果，亦即留任員工對民營化組織變革的不確定性認知程度愈高，其工作壓力愈大，工作壓力愈大，則員工的組織承諾愈低。 本研究根據研究結論分別對政府、事業機構、員工及後續研究者提出建議，期以建構更完善的民營化政策、以及提出更完整、更具價值的研究成果。 關鍵字： 認 知 組織變革 工作壓力 組織承諾 / Under economy liberalization trend, as well as globalization influences, the public enterprise privatization became a leading trend starting from 1980s, Internal (domestic) politics, economy, society development is mature rapidly, and public enterprises management agency are generally not developing/improving, makes them requesting government to give up protection, monopolize, controls etc. in order to put the public enterprises into competitive market mechanism. Hence in 1989 Executive Yuan had set up a special team in charge for pushing government entity for privatization, although privatization moves was halting and difficult to develop at the start, untill 1996 the Country Development Meeting where participants has reached a common view to accelerate the privatization issue, the privatization became a hot topic like a raging fire that everyone is talking about. Over ten years after privatization was carried out, disadvantage clusters, conglomeration of companies, low price sales and quisling government properties, political bribing, unemployment misgivings, seriously damaging workers interests and rights, and became a widely discuss issues. In recent years it even deteriorated and spoiled into a fund raising tools, which made workers to boycott, then fights against privatization policy continues. And even canvassed legislators to enforce protection laws, truncate and write off budgets, all sorts of put off or deferred to obstruct and jeopardize the progress of privatization. Trace to its cause, worker anticipation that privatization will bring uncertainty in the future due to the change of the organization, salary reduction, lay off staff, loosing job indemnification, labor laws and regulation changes, relation alteration in the employment system, loss of civil servant status, social status and rights diminishing, economical benefits reductions, available resource decreasing, increase of workload etc, etc.. This research is based on Taiwan Tobacco and Wine Board as a case study, due to the need of privatization to improve its management, increase of competitiveness capability, starting from 1996 Taiwan Tobacco & Liquor Corporation has taken up a series of organization transformation measures, there were 3 major improvement measures, mainly on manpower simplification; organization adjustment and overall quality control management. Where the manpower and organization adjustment have the most direct influence to staff/workers; Manpower reduction has been started since 1997 and up till the end of October 2003, there were already 4,371 persons reduced, 1/3 above personnel choose the preferential leave quit, while re-organization is implemented using simplification, dissolve of companies, relocate of factories, this has affected thousands of staff/worker’s work place, jobs nature, relationship and environmental alterations. Upon they experienced all these significant re-organization major changes. How do staff/workers recognition towards organization changes due to the privatization effect? Will it reflect in their work commitment due to the work pressure and organization changes? This study is based on basic cognitive point of view, attempt to cut in from worker’s uncertain recognition to organization changes by privatization, seeking for uncertain recognition of organization transformation cause by privatization, the effect towards personnel work pressure and organization commitments, deeply elaborate personnel psychology disconsolation, anxiety, hesitation, in order to provide to government authority and the reformers for references. This research adopt and consolidate the previously research documentary retrospect, it also combine with questionnaires inquisition. Based on the research object from Taiwan Tobacco & Liquor Corporation Business Distribution Unit staff at the end of February 2004, obtained effective samples of 462 item and were analyzed with Descriptive Statistic Analysis method, Factor Analysis, Reliability Analysis, t-Test, One-way ANOVA, Pearson Analysis of Regression, Analysis of Stepwise Regression Statistical. The main conclusions of this research are as follows: Under descriptive statistic analysis salary reduction is the most worried case (87.9%), duty and or work place alteration (82%), lay off staff (80.8%), loss of civil servant status and work rights (78.8%), fear of personal future business career uncertainty hesitation (76.6%), in addition to this, anxiety to the future personal role’s alteration. And during the changes period, staff/workers felt if organizational changes information severely lack of, it also shows if decision makers has impeded the communication in between, and the belief that privatization of organizational changes will let the organization development full with alteration nature. This illustrates staff/workers have very high uncertainty cognition to the privatization of organizational changes. Reaction shown directly on work stresses, while anxiety reaction is the most severe case, average rating at 75.56%, following is work overloaded phenomenon with 70.82%, but to organizational value and effort commitment, retention commitment are still lofty, average ratio at 71.8% and 71.62% respectively. At divergence analysis, it is found there is a distinct difference at 1. Age differences: on duty staff/workers have a different opinion of uncertain cognition to organizational changes information. 2. Different job sections staff/workers have distinct recognition on communication misgiving uncertainty cognition. 3. Different position/grade personnel has a different recognition on organization development. 4. Different position/grade personnel has distinct recognition on low self-esteem. 5. Different Job sections staff/workers has different recognition on retention commitment. On correlation analysis, there is a high positive relationship between privatization of organizational changes uncertainty cognition and work stress, while it shows a medium negative relationship to organizational commitment; work stress and organizational commitment shows a high negative relationship. In forecast analysis, privatization of organizational changes uncertainty cognition and work stress, work stress and organizational commitment both equipped with elucidate and anticipation power, while work stress and privatization of organizational changes uncertainty cognition and organizational commitment are of intermediate effect, in other words for staff to remain in office will increase its recognition to privatization of organizational changes uncertainty cognition, work stress will be heavier, when work stress becomes bigger, staff/workers organizational commitment will become lesser. This research concludes for suggestions to government entity, enterprises, staff/workers and the fellow researchers to improve the privatization program and submit more valuable and complete study results. Key words : cognition 、organizational changes、work stress 、 organizational commitment

<p>Savremene organizacije u svojoj svakodnevnoj brizi za isunjavanje postavljenih ciljeva sve češće očekuju od svojih zaposlenih, a naročito menadžera, da budu isključivo posvećeni organizaciji i njenom uspehu. Cilj ovog rada je prikaz konceptualnih i teorijskih pitanja koja se tiču povezanosti stilova upravljanja i stresa na radu kod menadžera, u koja spadaju definisanje navedenih pojmova i njihovo razgraničavanje od srodnih pojmova, pri čemu se stilovi upravljanja posmatraju sa stanovišta situacionog modela liderstva razvijenog od strane Hersija i Blanšarda, a stres sa stanovištva transakcionističke teorije stresa.</p> / <p>Modern organizations in their everyday care for the fulfillment of the goals<br />increasingly expect from their employees, especially managers, to be<br />exclusively committed to the organization and its success. The aim of this<br />paper is to present the conceptual and theoretical issues related to<br />connectivity management styles and stress at work with managers, a group<br />that includes the definition of these terms and their delimitation from related<br />concepts, with a management style viewed from the standpoint of situational<br />leadership model developed by Hersеy and Blanchard, and stress from the<br />viewpoint of transactional theory of stress.</p>

L’objectif principal de ce mémoire est l’étude de la relation entre le navettage, soit le fait de faire la navette quotidiennement entre le domicile et le travail, et l’épuisement professionnel. Plus précisément, les rôles de modération du moyen de transport et de la région du milieu de travail, tant distinctement que simultanément, sur la relation entre la durée et la distance de navettage et l’épuisement professionnel sont examinés. L’épuisement professionnel a été mesuré grâce au MBI-GS (Maslah Burnout Inventory – General Survey). Les données proviennent de l’étude SALVEO menée au Canada par l’Équipe de Recherche sur le Travail et la Santé Mentale (ERTSM). Les données ont été recueillies entre 2009 et 2012 dans 63 milieux de travail selon un taux de réponse de 71.3 %, équivalent à 2162 employés. Les multiples analyses de régression effectuées sont pamis lespremières à lier significativement le navettage à l’épuisement professionnel. En effet, les navetteurs qui travaillent en grandes régions urbaines sont significativement plus épuisés émotionnellement que les travailleurs des petites régions urbaines ou des régions rurales. Il existe une relation curvilinéaire entre la durée de navettage et la dimension du cynisme. Une relation curvilinéaire existe également entre la durée de navettage et la mesure globale de l’épuisement professionnel. Enfin, le moyen de transport ainsi que la région dans laquelle se situe l’établissement de travail modèrent simultanément la relation entre la durée de navettage et la dimension de l’efficacité professionnelle. Globalement, les résultats suggèrent que le stress de navettage provient de l’ajustement quotidien des travailleurs à leurs conditions de navettage, qui se répercute en emploi. Les organisations devraient donc s’intéresser au développement de pratiques de gestion en ressources humaines misant sur l’amélioration des conditions de navettage de leurs employés. Ces pratiques RH pourraient moduler la relation entre le navettage et les problèmes de santé mentale au travail. / The main goal of the thesis was to study the relationship between commuting and burnout. Specifically, we assessed the moderation effect of both the mode of transportation and the workplace areas, distincly and simultaneously, on the relationship between commuting duration and distance with burnout, Burnout was measured using the MBI-GS (Maslah Burnout Inventory-General Survey). Data was collected during the SALVEO Canadian study by the Équipe de Recherche sur le Travail et la Santé Mentale (ERTSM) between 2009 and 2012 in 63 workplaces. 2,162 employees participated, resulting in a response rate of 71.3%. The multiple regression analysis performed are among the firsts to significantly associate commuting to burnout. Indeed, commuters who work in large urban areas are significantly more emotionally exhausted than workers in small urban or rural areas. There is a curvilinear relationship between commuting time and dimension of cynicism. A curvilinear relation also exists between commuting time and the overall measure of burnout. Finally, the means of transport as well as the workplace area simultaneously moderate the relationship between commuting time and dimension of inefficacy. Overall, results suggest that the stress of commuting comes from the daily adjustment of workers to their commuting conditions, which is reflected in employment. Organizations should therefore be interested in the development of human resources management practices focusing on improving their employees' commuting conditions. These HR practices could modulate the relationship between commuting and mental health problems at work.

Die studie foku.s op die verwantskap tussen sin vir koherensie as 'n intrinsieke hanteringsbron aan die een kant, en elk van streshantering, algemene gesondheid en sielkundige uitbranding aan die antler kant. Vraelyste wat hierdie veranderlikes meet is aan 200 bestuurders gegee om te voltooi. Die bevindinge van hierdie studie toon aan dat bestuurders met 'n hoi! sin vir koherensie goeie algemene gesondheid geniet. Die bestuurder met 'n hoi! sin vir koherensie behoon dus meer e.ffektief te junksioneer in die werksiruasie as die bestuurder met 'n lae sin vir koherensie. Voons is ook bevind dar 'n hoi! sin vir koherensie nie noodwendig aanleiding gee tot lae vlakke van stres of van sielkundige uitbranding nie. Aanbevelings word gedoen oor hoe om die negatiewe gevolge van stres en sielkundige uitbranding te venninder en algemene gesondheid te bevorder, ten einde die bestuurder se potensiaal optimaal benut. This study focuses on the relationship between sense of coherence as an intrinsic coping mechanism. and work stress, general health and psychological burnout. To measure these variables, questionnaires were completed by 200 managers. The findings of this study indicate that managers with a high sense of coherence experience good general health. The manager with a high sense of coherence should therefore junction more efficiently in a work situation·than the manager with a low sense of coherence. It was also found that a high sense of coherence does not necessarily lead to low levels of stress nor of psychological burnout. Recommendations are made on how to reduce the negative effects of stress and psychological burnout and how to improve general health in order to make optimal use of the manager's potential. / Industrial and Organisational Psychology / M. Com. (Industrial and Organisational Psychology)

The purpose of this study was to determine if there was a relationship between occupational burnout and the behavioral well-being of social workers. Burnout is a multidimensional syndrome where workers experience feelings of emotional exhaustion, depersonalization, and reduced personal accomplishment as a consequence of work related stress and overwhelming job demands. Burnout can negatively affect organizational functioning, work performance, and pose significant health risks to workers. There are a limited number of studies focusing on the impact of occupational burnout on the behavioral well-being of workers. The findings of this study indicated that there was a significant relationship between burnout and behavioral well-being. Emotional exhaustion was found to negatively impact exercise frequency, which was consistent with previous study findings. Depersonalization was positively correlated to the number of hours of sleep and the frequency of self-care activities participants engaged in. The effects of depersonalization on sleep and self-care activities suggest that workers may engage in these activities as a way to cope with feelings of depersonalization on the job.

本研究旨在探討新北市國中主任工作壓力、復原力及憂鬱行為表現之關係，以新北市314位國中主任為研究對象，回收有效問卷270份。本研究工具為「國中教師兼任處室主任工作壓力量表」、「成人復原力量表」及「憂鬱量表」。以描述性統計、t檢定、單因子變異數分析、皮爾遜積差相關、多元逐步迴歸分析及階層迴歸分析等方法，進行統計分析。主要研究結果如下： 1.新北市國中主任的工作壓力屬於中低程度；復原力屬於中上程度；有1/5以上的國中主任有輕度以上的憂鬱行為表現。 2.女性國中主任決策參與的工作壓力高於男性主任；社會資源及社交能力的復原力高於男性主任。 3.35歲以下的國中主任的整體工作壓力感受高於51歲以上的主任。 4.未婚國中主任的整體工作壓力高於已婚主任；已婚國中主任的整體復原力高於未婚主任。 5.沒有子女國中主任的整體工作壓力感受高於年幼子女年紀13歲以上的主任。 6.主任年資5年以下的國中主任整體工作壓力感受高於年資6年以上的主任。 7.主任年資第11年以上的國中主任未來組織風格復原力高於主任年資5年以下的國中主任。 8.國中主任的工作壓力與憂鬱行為表現有顯著正相關。 9.國中主任的復原力與憂鬱行為表現有顯著負相關。 10.工作壓力與復原力能預測國中主任的憂鬱行為表現。 11.國中主任的復原力對工作壓力及憂鬱行為表現間扮演調節的作用。 本研究依據上述結果加以討論，並分別對國中主任、學校、教育行政主管機關及未來研究提出相關建議。 / The purpose of this study is to understand the relationships between work stress, resilience and depression of the directors in New Taipei City junior high school. This study samples have 314 directors in New Taipei City junior high schools, and 270 valid questionnaires are collected. The research tools used are："The work stress scale for directors of junior high school","Resilience Scale for adult ",and " Depression Scale ".The data was analyzed by descriptive statistics, t-test, One-way analysis of variance,Pearson's correlation analysis, multiple regression analysis and hierarchical regression analysis. The major results of the study are as follows. 1.New Taipei City junior high school directors’ work stress is in the medium low degree. Their resilience is in the medium high degree, and more than 1/5 of them show minor or more serious depression. 2.Female directors’ work stress of participation in decision making is higher than male, and the resilience of social resource and social competence are also higher than male. 3.The overall work stress of the directors whose age less than 35 is higher than whose more than aged 51. 4.The unmarried directors of the overall work stress are higher than that of married, but the married directors of the overall resilience are higher than unmarried. 5.The directors who has no children of the overall work stress are higher than those have the youngest children whose age are more than 13. 6.The overall work stress of the directors whose director seniority less than 5 years is higher than whose more than 6 years. 7.The resilience of structured style of the directors whose director seniority more than 11 years is higher than whose less than 5 years. 8.There is significant positive correlation between work stress and depression of the directors. 9.There is significant negative correlation between resilience and depression of the directors. 10.The directors' work stress and resilience can predict their depression. 11.The directors' resilience which in their work stress and depression has moderate effect. According to the results to discuss and provide several suggestions for the directors, schools, education administration, and future research.

<p>We are currently in an ongoing internationalisation period, demanding organizations to coordinate activities spanning geographically through time and traditional boundaries. Co-workers begin to work more frequently geographically dispersed from each other creating new challenges for leaders and organisations all over the world. The distance requires groups to use technology to cooperate, bringing both advantages and disadvantages. These changes demand organizations to go from traditional team formations to virtual. This leads us to our topic of research, investigating Marina Systems' experience with the previously stated work setting.What problems can be found at Marina Systems regarding their dispersed work setting and how can they be solved?The purpose of our research was to find the challenges and possibilities that Marina Systems perceive, as well as contributing with sustainable solutions for managing their distant teams. We conducted a qualitative case study with interviews. Different theories used in this case study regarded geographically dispersed teams, virtual teams, hybrid teams and distant leadership.The results found in the interviews showed that Marina Systems had some ofthe challenges and problems found in the theory chapter. They can become more successful in their planned expansion if they start considering their employees as members of a hybrid team and start adapting their leadership behavior to what such groups need. Areas of communication and a lacking reward system were some of the opportunities for improvement.</p>

We are currently in an ongoing internationalisation period, demanding organizations to coordinate activities spanning geographically through time and traditional boundaries. Co-workers begin to work more frequently geographically dispersed from each other creating new challenges for leaders and organisations all over the world. The distance requires groups to use technology to cooperate, bringing both advantages and disadvantages. These changes demand organizations to go from traditional team formations to virtual. This leads us to our topic of research, investigating Marina Systems' experience with the previously stated work setting.What problems can be found at Marina Systems regarding their dispersed work setting and how can they be solved?The purpose of our research was to find the challenges and possibilities that Marina Systems perceive, as well as contributing with sustainable solutions for managing their distant teams. We conducted a qualitative case study with interviews. Different theories used in this case study regarded geographically dispersed teams, virtual teams, hybrid teams and distant leadership.The results found in the interviews showed that Marina Systems had some ofthe challenges and problems found in the theory chapter. They can become more successful in their planned expansion if they start considering their employees as members of a hybrid team and start adapting their leadership behavior to what such groups need. Areas of communication and a lacking reward system were some of the opportunities for improvement.