本研究以社會訊息處理理論為基礎，探討主管正向回饋的傳遞方式如何影響員工的心理認知與後續工作反應。過去研究多著重於回饋內容或正負向價性的差異，較少關注主管如何傳遞正向評價，以及不同傳遞方式所蘊含的社會意涵。因此，本研究區分主管直接正向回饋與主管間接正向回饋，並以組織導向自尊與知覺主管包容作為中介機制，檢驗兩種正向回饋如何影響員工對主管的情感性承諾、利組織公民行為與工作績效。本研究採兩階段問卷調查法，兩階段間隔兩週，共蒐集233份臺灣全職工作者之有效樣本，並透過結構方程模型與中介效果分析進行假設檢驗。研究結果顯示，主管直接與間接正向回饋皆能正向預測員工的組織導向自尊與知覺主管包容，但兩種傳遞方式的影響效果並未呈現顯著差異。在員工結果方面，組織導向自尊能正向預測利組織公民行為與工作績效，但與員工對主管的情感性承諾之關係未達顯著；知覺主管包容則能正向預測員工對主管的情感性承諾，但與利組織公民行為及工作績效之關係未達顯著。中介效果分析進一步顯示，主管直接與間接正向回饋皆可透過組織導向自尊，間接影響員工的利組織公民行為與工作績效；亦皆可透過知覺主管包容，間接影響員工對主管的情感性承諾。然而，兩種回饋方式的間接效果並未呈現原先預期的顯著差異。整體而言，主管正向回饋不僅是有關員工工作表現的資訊，也是員工理解自身價值及其與主管關係的重要社會線索。研究結果顯示，相較於正向回饋以直接或間接方式傳遞，主管是否向員工傳遞肯定可能更為重要。此外，員工由回饋形成的不同心理認知會連結至不同結果：組織導向自尊主要連結員工的工作行為與表現，知覺主管包容則主要連結員工對主管的情感依附。本研究據此補充回饋傳遞方式及其心理作用歷程之相關研究，並為主管運用正向回饋促進員工表現與主管和部屬間關係提供實務參考。

Drawing on social information processing theory, this study examines how direct and indirect supervisor positive feedback influence employees’ psychological perceptions and work outcomes. Organization-based self-esteem and perceived supervisor inclusion were proposed as mediators linking positive feedback to affective commitment to the supervisor, organization-directed organizational citizenship behavior, and job performance. A two-wave survey with a two-week interval was conducted among 233 full-time employees in Taiwan. Structural equation modeling and mediation analyses showed that both direct and indirect supervisor positive feedback positively predicted organization-based self-esteem and perceived supervisor inclusion. However, their effects did not differ significantly. Organization-based self-esteem positively predicted organizational citizenship behavior and job performance, whereas perceived supervisor inclusion positively predicted affective commitment to the supervisor. Furthermore, both forms of positive feedback were indirectly associated with organizational citizenship behavior and job performance through organization-based self-esteem and with affective commitment through perceived supervisor inclusion. Nevertheless, the indirect effects of direct and indirect feedback did not differ as hypothesized. These findings suggest that whether supervisors communicate positive evaluations may be more important than how they deliver them. Positive feedback shapes both employees’ perceptions of their organizational value and their sense of being accepted by supervisors, which are associated with distinct work outcomes.

郭建志（2022）。主管正向八卦的力量：一個團體層級過程模式的檢驗（國科會專題研究計畫成果報告，MOST 109-2410-H-004-082-SSS）。國立政治大學。
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