- 作者: 余伯泉; 黃光國
- 作者服務機構: 國立台灣大學心理學研究所
- 中文摘要: 從「人治」走向「制度化」的「法治」道路是中國組織現代化的重要方向,中國組織在引進西方管理理念,試圖建立蘊含有高度「形式理性」的規章制度時,如果不能有效處理來自於組織內或組織外的「人情」問題,往往使得規章制度很難在組織中生根,導致形式與實質分離的「形式主義」。本文主要目的是以台灣地區國營企業為對象,探討國營企業內的「形式主義」及「人情關係」。作者首先探討「形式主義」與「形式理性」之間的關係,其次,將中國組織內的人情區分兩大類:一類為「情感性人情」,有利於組織的運作;一類為「工具性人情」,不利於組織的運作,並能促成形式主義之產生。作者並將台灣地區的國營企業分成三種型態:公平式自主國營企業,人情式自主國營企業,人情式非自主國營企業。結果顯示:在公平式國營企業內服務的受試者,在本文所測14項組織層面上的得分,均較在「人情式國營企業」內服務者為佳,而且組織內「工具性人情」與「形式主義」兩層面的得分,與「情感性人情」及其他層面的得分,均有顯著負相關。換言之,「自主性管理制度」是國營企業發展的必要條件,而非充份條件,在國營企業走向自主化之時,還要有效地處理組織中的人情問題。而刻意抑制組織內「工具性人情」的氾濫,並不會使組織變得「沒有人情」,反倒能夠使組織內產生並維持相當高程度的親密度與信任感。研究結果支持本文對國營企業組織型態的分類及預測。
- 英文摘要: The purpose of this research is to study the formalism and renqing of public-enterprises in Taiwan. The au-thors first explored the relationship between formalism and formal rationality, then made a distinction betweenaffective renqing and instrumental renqing which caused formalism, and classified the public-enterprises intothree types: the autonomous public-enterprise with rule of justice, the autonomous public-enterprise with rule ofrenqing, the non-autonomous public-enterprise with rule of renqing. Finally, the authors applied the new"Working Environment Scale" with fourteen dimensions to middle-rank managers from the three types of orga-nizations. The results showed that the organizational structure of the autonomous public-enterprise with rule ofjustice was better than both the auonomous and non-autonomous public-enterprise with rule of renqing, and thescores of subscale of both the instrumental renqing and formalism had a negative correlation with the affectiverenqing and other organizational dimensions. It was concluded that he autonomous management system is only anecessary condition, but not a sufficient condition for the development of public-enterprises in Taiwan, and themore prevalent instrumental renqing and formalism are, the worse the organizational structure becomes.
- 中文關鍵字: 形式理性; 形式主義; 情感性人情; 工具性人情
- 英文關鍵字: formal rationality; formalism; affective renqing; instrumental renqing