過去研究指出主動性對於員工福祉有兩極化之影響。有鑒於此，本研究旨在探討員工主動工作行為透過反芻思考後體現在員工福祉上之正負效果。從資源保存理論的觀點假設員工可能因從事主動工作行為而為其難以預料之後果感到擔憂、陷入消耗心理資源之情感性反思行為，進而感到職業倦怠或萌生抱怨之傾向。另一方面，從自我決定理論的觀點假設員工亦可能透過從事主動工作行為而有勝任感或自主性，使其在面對後果之不確定性時轉而投入以解決問題為主之思考行為，依據擴展與建構理論，員工則可能藉由思考及獲得解決問題方法來得到工作樂趣。此外，本研究亦針對主管獎懲行為於部屬反芻思考之調節效果做進一步檢測。在檢定假設上，本研究採用改編自Cangiano等人於2018年提出之雙路徑模式並以同一時間點及跨時間點兩組資料（樣本數分別為205及132人）來進行分析比較。結果顯示在資源耗損路徑中，主動工作行為與情感性反思之正向顯著關係僅於同一時間點時觀測到。而情感性反思與職業倦怠則於兩種分析中皆呈現正向顯著關係。在資源供給路徑中，主動工作行為與問題解決思考行為皆呈現正向顯著關係。同樣地，問題解決思考行為亦對工作樂趣有正向顯著效果。然而，兩種反思行為與抱怨之個別關係並未在本研究中確立，且主管獎懲行為作為調節變數之檢定結果亦未能佐證我們的假設。整體而言，本研究發現從事主動工作行為能透過不同的心理機制引導員工投入不同型式的反思行為，進而影響員工福祉。

A growing body of literature has advocated the implications of proactivity on employee well-being are double-edged. The present study aims to investigate both the positive and negative employee outcomes of proactive work behavior through work-related rumination. Drawing on the conservation of resources theory (COR), we hypothesized that employees might worry about the unpredictable consequences resulting from proactivity and thereby be involved in affective rumination processes that consume their psychological resources and increase the likelihood of burnout and complaint. Based on the self-determination theory (SDT), in contrast to COR, we theorized that employees might feel a sense of competence and autonomy through conducting proactive work behaviors, which directs them to problem-solving pondering in face of the unexpected challenges stemming from their proactive actions. Problem-solving pondering enables employees to rationally manage the uncertainties of proactivity and even discover solutions for its outcomes, through which they might experience a sense of enjoyment at work from the broaden-and-build theory perspective. Further, this research posits that leader reward and punishment behavior might affect employees' ruminative behaviors. We employed a dual-pathway framework adapted from Cangiano et al. (2018) and conducted both concurrent (N = 205) and time-lagged analyses (N = 132) to test our hypotheses. The results demonstrated that proactive work behavior only had a concurrent effect on affective rumination in the resource-consuming path, whereas affective rumination yielded both concurrent and lagged effects on burnout. In the resource-providing path, proactive work behavior significantly led to problem-solving pondering, which was positively related to work enjoyment. However, there was no evidence supporting complaint as a consequence of either affective rumination or problem-solving pondering. Also, the moderating effect of leader punishment behavior on affective rumination was opposite to our assumption and that of leader reward behavior on problem-solving pondering was, though in the hypothesized direction, failed to reach significance levels. Overall, our findings indicate that, through different psychological mechanisms, proactive work behavior could lead to different types of work-related rumination, which generates either beneficial or detrimental effects on employee well-being.

審定書............................................................................................................i
Acknowledgement........................................................................................ii
中文摘要.......................................................................................................iii
Abstract….....................................................................................................iv
CHAPTER 1. INTRODUCTION.................................................................1
CHAPTER 2. LITERATURE REVIEW.......................................................8
2.1 Proactive Work Behavior.........................................................................8
2.2 Work-related Rumination........................................................................9
2.3 A Resource-consuming Pathway of Proactive Work Behavior..............11
2.4 A Resource-providing Pathway of Proactive Work Behavior................15
2.5 Leader Reward and Punishment Behavior.............................................19
2.6 The Moderating Effect of Non-contingent Punishment Behavior.........21
2.7 The Moderating Effect of Contingent Reward Behavior.......................24
CHAPTER 3. RESEARCH METHODOLOGY.........................................28
3.1 Participants............................................................................................28
3.2 Procedure...............................................................................................29
3.3 Measure.................................................................................................31
CHAPTER 4. ANALYTICAL PROCEDURE AND RESULTS................36
4.1 Analytic Strategy and Construct Validity...............................................36
4.2 Correlation Analyses..............................................................................37
4.3 Hypotheses Testing................................................................................41
4.4 Supplementary Analyses........................................................................54
CHAPTER 5. DISCUSSION AND CONCLUSION..................................58
5.1 Main Findings........................................................................................58
5.2 Additional Findings...............................................................................65
5.3 Strengths and Limitations......................................................................67
5.4 Future Research.....................................................................................73
5.5 Managerial Implications........................................................................75
5.6 Conclusion.............................................................................................77
REFERENCES............................................................................................79
APPENDIX: List of Measurement Items........................................................102

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